HRM 3,4,5
Equal Employment Opportunity Act of 1972
Amended Title VII of Civil Rights Act of 1964; strengthens EEO's enforcement powers and extends coverage of Title VII to government employees, employees in higher education, and other employers and employees.
Job Analysis and the Law
Americans with Disabilities Act (ADA) Section 14.C.2 of the Uniform Guidelines states:
Employee Teams
An employee contributions technique whereby: Work functions are structured for groups rather than for individuals Team members are given discretion in matters traditionally considered management prerogatives, such as process improvements, product or service development, and individual work assignments.
Career Path of Jeffrey Immelt, CEO, General Electric
1982 Enters GE's Commercial Leadership Program 1983 Manager of Business Development/GTX Product Management, GE Plastics 1984 Manager of Dallas District Sales, GE Plastics 1986 General Manager of Western Region Sales, GE Plastics 1987 General Manager of New Business Development and Marketing Development, GE Plastics 1989 Vice President of Consumer Service, GE Appliances 1991 Vice President of Worldwide Marketing and Product Management, GE Appliances 1992 Vice President of Commercial Division, GE Plastics Americas 1993 Vice President and General Manager, GE Plastics Americas 1997 President and CEO, GE Medical Systems 2000 President, GE 2001 CEO, GE
the legal environment
1concerns,2 laws,3 agencies,4 regulatory actions, 5management responses
Economic Disparity
2007: Median weekly earnings of males Whites: $788, Blacks: $600 Hispanics: $520
Task significance
: The degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate organization or in the external environment
Promotion
A change of assignment to a job at a higher level in the organization. Principal criteria for determining --- are merit, seniority, and potential.
9-box Grid
A comparative diagram that includes appraisal and assessment data to allow managers to easily see an employee's actual and potential performance.
Preventing Discrimination Charges
A comprehensive EEO training program for managers and supervisors will include: The prohibitions covered in the various EEO statutes Guidance on how to respond to complaints of discrimination Procedures for investigating complaints Suggestions for remedying inappropriate behavior
Outside Sources of Recruitment
Advertisements Unsolicited applications and resumes Internet recruiting Employee referrals Executive search firms Educational institutions Professional associations Labor unions Public employment agencies Private and temporary employment agencies Employee leasing
Jurisdiction of the Civil Rights Act of 1964
All private employers in interstate commerce who employ fifteen or more employees for twenty or more weeks per year State and local governments Private and public employment agencies, including the U.S. Employment Service Joint labor-management committees that govern apprenticeship or training programs Labor unions having fifteen or more members or employees Public and private educational institutions Foreign subsidiaries of U.S. organizations employing U.S. citizens
job description cont
Job Duties, or Essential Functions, Section Statements of job duties that: Are arranged in order of importance that indicate the weight, or value, of each duty; weight of a duty is gauged by the percentage of time devoted to it. Stress the responsibilities that duties entail and the results to be accomplished. Indicate the tools and equipment used by the employee in performing the job. Should comply with law by listing only the essential functions of the job to be performed.
Key Elements of a Job Description
Job Title Job Identification Essential Functions (Job Duties) Job Specifications
Critical Incident Method
Job analysis method by which job tasks are identified that are critical to job success. The job analyst writes five to ten important task statements for each job under study.
Job Characteristics Model (Hackman and Oldham)
Job design theory that purports that three psychological states (experiencing meaningfulness of the work performed, responsibility for work outcomes, and knowledge of the results of the work performed) of a jobholder result in improved work performance, internal motivation, and lower absenteeism and turnover.
Requirements for Effective Recruiters
Knowledge of the recruited job's requirements and of the organization Training as an interviewer Personable and competent to represent the organization
Internal Barriers to Career Advancement
Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development. Rigid job specifications, lack of leadership support for career management, and a short-term focus. Lack of career opportunities and pathways within the organization for employees.
5.6
Balancing Individual and Organizational Needs
Exemptions From Antidiscrimination Regulations
Bona Fide Occupational Qualification (BFOQ) Business Necessity
The Organization's Role:
Establishing a Favorable Context
Age Discrimination Actions
Excluding older workers from important work activities. Making negative changes in the performance evaluations of older employees. Denying older employees job-related education, career development, or promotional opportunities. Selecting younger job applicants over older, better-qualified candidates. Pressuring older employees into taking early retirement. Reducing the job duties and responsibilities of older employees. Terminating older employees through downsizing.
mentors
Executives who coach, advise, and encourage individuals of lesser rank.
Composition of EEOC
Five members and a general counsel appointed by the president and confirmed by the Senate Members serve staggered five-year terms No more than three commission members from the same political party. General counsel serves a four-year term.
Compressed Workweek
Flexible Work Schedules
Employee Involvement Groups (EIs)
Groups of employees who meet to resolve problems or offer suggestions for organizational improvement Also known as quality circles (QCs) Success with EIs requires: Comprehensive training for group members Recognition of the group's contributions Continuing input and encouragement by management Use of a participative/democratic leadership style
Self-Directed Team
Groups of highly trained individuals performing a set of interdependent job tasks within a natural work unit. Team members use consensus decision making to perform work duties, solve problems, or deal with internal or external customers.
Recruiting and Developing Women
Growth of women in the workplace Increase in females in management roles Stereotyping and gender conflicts
Managing Diversity: Affirmative Action
Grutter v Bollinger
Problems with Job Descriptions
If poorly written, they provide little guidance to the jobholder. They are not always updated as job duties or specifications change. They may violate the law by containing specifications not related to job success. They can limit the scope of activities of the jobholder, reducing organizational flexibility.
job outcome
Improved work performance Increased Internal motivation Lower absenteeism and turnover
Realistic Job Previews (RJP)
Improving the Effectiveness of External Recruitment
Job Enrichment Factors
Increasing the level of difficulty and responsibility of the job Allowing employees to retain more authority and control over work outcomes Providing unit or individual job performance reports directly to employees Adding new tasks to the job that require training and growth Assigning individuals specific tasks, enabling them to use their particular competencies or skills
Recruitment of Older People
Increasingly returning to the workplace Have valued knowledge, experience, flexibility and reliability as employees
essential functions (job duties)
Indicate responsibilities entailed and results to be accomplished
job title
Indicates job duties and organizational level
Protected Classes
Individuals of a minority race, women, older people, and those with disabilities who are covered by federal laws on equal employment opportunity
Inventorying Management Talent
Information systems containing skills inventories of employees that can be used: To screen candidates for an internal job opening To predict career paths To support succession planning
Realistic Job Previews (RJP)
Informing applicants about all aspects of the job, including both its desirable and undesirable facets. Positive benefits of RJP Improved employee job satisfaction Reduced voluntary turnover Enhanced communication through honesty and openness Realistic job expectations
ADA Suggestions for an Accessible Workplace
Install easy-to-reach switches. Provide sloping sidewalks and entrances. Install wheelchair ramps. Reposition shelves for the easy reach of materials. Rearrange tables, chairs, vending machines, dispensers, and other furniture and fixtures. Widen doors and hallways. Add raised markings on control buttons. Provide designated accessible parking spaces. Install hand controls or manipulation devices.
Gathering Job Information
Interviews Questionnaires Observation Diaries
Methods for Identifying Qualified Candidates
Inventorying Management Talent Job Posting and Bidding
How to Request a Flexible Work Schedule
Investigate. Be Professional. Write It Out. Promote Yourself. Anticipate Questions. Propose a Review.
Steps for Strengthening a Firm's On-Campus Recruiting Relationships
Invite professors and advisers to visit your office and take them to lunch. Invite them to bring a student group to the office. Send press releases and newsletters by mail or e-mail to bring them up to date on the firm's latest news and innovations. Provide guest speakers for classes. Conduct mock interviews, especially in years when not interviewing for full-time or internship positions. Provide scholarships to students. Attend the campus career fair, even when the firm is not going to be hiring, so that its name becomes known by the faculty and students. Offer job-shadowing programs for students.
Competency-Based Analysis
Involves constant development of job profiles of current worker tasks, duties, and responsibilities that are "key" competencies for use in creating job descriptions, setting recruitment requirements, and in performance evaluation.
Uniform Guidelines on Employee Selection Procedures
Is a procedural document published in the Federal Register to assist employers in complying with federal regulations against discriminatory actions. Applies to employee selection procedures in the areas of hiring, retention, promotion, transfer, demotion, dismissal, and referral.
Task Inventory Analysis
Is an organization-specific analysis developed by identifying—with the help of employees and managers—a list of tasks and their descriptions that are components of different jobs.
Basic Steps in Developing an Effective Affirmative Action Program
Issue a written equal employment opportunity policy and affirmative action commitment. Appoint a top official with responsibility and authority to direct and implement the program. Publicize the policy and affirmative action commitment. Survey present minority and female employment by department and job classification. Develop goals and timetables to improve utilization of minorities and women in each area where underutilization has been identified. Develop and implement specific programs to achieve goals. Establish an internal audit and reporting system to monitor and evaluate progress in each aspect of the program. Develop supportive in-house and community programs.
Section 703(a) of Title VII of the Civil Rights Act
It shall be unlawful employment practice for an employer: To fail or refuse to hire or to discharge any individual, or otherwise to discriminate against any individual with respect to his [or her] compensation, terms, conditions, or privileges of employment because of such individual's race, color, religion, sex, or national origin....
Warning Signs of a Weak Talent "Bench"
It takes a long time to fill key positions. Key positions can be filled only by hiring from the outside. Vacancies in key positions cannot be filled with confidence in the abilities of those chosen for them. Replacements for positions often are unsuccessful in performing their new duties. Promotions are made on the basis of whim, favoritism, or nepotism.
Job Characteristics Model
Job Characteristics, physiological state, job outcome
Career Change Organizational Assistance
relocation services outplacement services
Affirmative Action
Policy that goes beyond equal employment opportunity by requiring organizations to comply with the law and correct past discriminatory practices by increasing the numbers of minorities and women in specific positions
Popular Approaches to Job Analysis
Position Analysis System Critical Incident Method Task Inventory Analysis Competency Job Analysis
Approaches to Job Analysis
Position Analysis Questionnaire (PAQ) Task Inventory Analysis Competency-Based Analysis Critical Incident Method HRIS and Job Analysis
Job Posting and Bidding
Posting vacancy notices and maintaining lists of employees looking for upgraded positions.
Sources of Organizational Recruiters
Professional HR recruiters HR generalists Work team members
Title VII of the Civil Rights Act
Prohibits discrimination based on religion in employment decisions, though it permits employer exemptions. Defines religion to "include all aspects of religious observance and practice, as well as belief." Does not require employers to grant complete religious freedom in employment situations. Requires that employers make a reasonable accommodation (at minimum cost) without incurring undue hardship in the conduct of the business.
Americans with Disabilities Act of 1990
Prohibits discrimination in employment against people with physical or mental disabilities or the chronically ill; enjoins employers to make reasonable accommodation to the employment needs of the disabled; covers employers with fifteen or more employees.
Title VII of Civil Rights Act of 1964 (amended in 1972, 1991, and 1994)
Prohibits discrimination in employment on the basis of race, color, religion, sex, or national origin; created the Equal Employment Opportunity Commission (EEO) to enforce the provisions of Title II.
Executive Order 11246 (1965), as amended by Order 11375 (1966)
Prohibits employment discrimination based on race, color, religion, sex, or national origin by government contractors with contracts exceeding $10,000; requires contractors employing fifty or more workers to develop affirmative action plans when government contracts exceed $50,000 per year.
Vocational Rehabilitation Act of 1973 (amended in 1974)
Prohibits federal contractors from discriminating against disabled individuals in any program or activity receiving federal financial assistance; requires federal contractors to develop affirmative action plans to hire and promote disabled people.
Age Discrimination in Employment Act of 1967 (amended in 1986 and 1990)
Prohibits private and public employers from discriminating against people age 40 or older in any area of employment because of age; exceptions are permitted when age is a bona fide occupational qualification.
Court Rulings on AA:
Race can be one factor in an evaluation process as long as other competitive factors are considered. AA programs were not illegal per se as long as rigid quota systems were not established. Voluntary AA programs are permissible where they attempt to eliminate past racial imbalances in traditionally segregated job categories. AA programs are permissible if shown to promote "compelling" governmental interests in redressing past discrimination and not motivated by notions of racial inferiority or simple racial politics.
Improving the Effectiveness of External Recruitment
Realistic Job Previews Calculate Yield Ratios Training Recruiters
Advantages of a promotion-from-within policy:
Recruiting Talent Internally Capitalizes on past investments (recruiting, selecting, training, and developing) in current employees. Rewards past performance and encourages continued commitment to the organization. Signals to employees that similar efforts by them will lead to promotion. Fosters advancement of members of protected classes within an organization.
Disadvantages of a promotion-from-within policy:
Recruiting Talent Internally Current employees may lack the knowledge, experience or skills needed for placement in the vacant/new position. The hazards of inbreeding of ideas and attitudes ("employee cloning") increase when no outsiders are considered for hiring. The organization has exhausted its supply of viable internal candidates and must seek additional employees in the external job market.
Developing a Diverse Talent Pool
Recruiting and Developing Women Recruitment of Minorities
benefits of flexible work schedules
Recruitment and retention of employees Coordinating employee work schedules with production schedules Accommodating the leisure-time activities of employees while facilitating employee personal appointments Improvements in employee job satisfaction and morale
Equal Pay Act of 1963
Requires all employers covered by the Fair Labor Standards Act and others to provide equal pay for equal work, regardless of sex
Americans with Disabilities Act (ADA)
Requires that job duties and responsibilities be essential functions for job success. The purpose of essential functions is to help match and accommodate human capabilities to job requirements.
Forming a Mentoring Relationship
Research the mentor's background. Make contact with the mentor. Request help on a particular matter. Consider what you can offer in exchange. Arrange a meeting. Follow up. Ask to meet on an ongoing basis.
Determining Discrimination
Rule of thumb followed by the EEOC in determining adverse impact for use in enforcement proceedings.
regulatory action
Rulings Written regulations Complaint investigations Technical assistance Lawsuits
yield ratio, slide 12 chapter 5 there is a formula
SC = source cost AC = advertising costs, total monthly expenditure (example: $32,000) AF = agency fees, total for the month (example: $21,000) RB = referral bonuses, total paid (example: $2,600) NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0) H = total hires (example: 119) Cost to hire one employee = $467.23
Career Plateau
Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low.
Job Characteristics,
Skill variety Task identity Task significance Autonomy Feedback
Job Characteristics
Skill variety: Task identity: Task significance: Autonomy: Feedback:
job characteristics
Skill variety: The degree to which a job entails a variety of different activities, which demand the use of a number of different skills and talents by the jobholder Task identity: The degree to which the job requires completion of a whole and identifiable piece of work, that is, doing a job from beginning to end with a visible outcome Task significance: The degree to which the job has a substantial impact on the lives or work of other people, whether in the immediate organization or in the external environment Autonomy: The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out Feedback: The degree to which carrying out the work activities required by the job results in the individual being given direct and clear information about the effectiveness of his or her performance
Factors determining the relevant labor market:
Skills and knowledge required for a job Level of compensation offered for a job Reluctance of job seekers to relocate Ease of commuting to workplace Location of job (urban or nonurban)
job specifications
Skills required to perform the job and physical demands of the job
External Recruitment Considerations
Sources of Organizational Recruiters Requirements for Effective Recruiters
Fair Employment Practices (FEPs)
State and local laws governing equal employment opportunity that are often more comprehensive than federal laws. Although Title VII of the Civil Rights Act exempts employers with fewer than fifteen employees, many states extend antidiscrimination laws to smaller employers with one or more workers.
Job Specification
Statement of the needed knowledge, skills, and abilities (KSAs) of the person who is to perform the job Since Griggs v Duke Power and the Civil Rights Act of 1991, job specifications used in selection must relate specifically to the duties of the job.
Job Description
Statement of the tasks, duties, and responsibilities (TDRs) of a job to be performed
Essential Functions of job analysis
Statements in the job description of job duties and responsibilities that are critical for success on the job. A job function is essential if: The reason that the position exists is to perform the function. A limited number of employees are available to perform the function. The function is specialized, requiring needed expertise or abilities to complete the job.
Transfer
The placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job. benefits and pay are equal to previous job
Workforce Utilization Analysis
The process of comparing the composition by race and sex for jobs within an organization against composition of the employer's relevant labor market. The workforce is at parity when its composition matches the relevant labor market. If the workforce composition is below external figures, the affected protected classes are underutilized and the employer should take affirmative steps to correct the imbalance.
Job Analysis
The process of obtaining information about jobs by determining what the duties, tasks, or activities of jobs are. HR managers use the data to develop job descriptions and job specifications that are the basis for employee performance appraisal and development. The ultimate purpose of job analysis is to improve organizational performance and productivity.
Adverse Impact
The rejection of a significantly higher percentage of a protected class for employment, placement, or promotion when compared with a nonprotected class.Possibly the unintentional result of an innocent act, yet the outcome is still discriminatory.
validity
The requirement that, when using a test or other selection instrument to choose individuals for employment, employers must be able to prove that the selection instrument bears a direct relationship to job success.
Equal Employment Opportunity (EEO)
The treatment of individuals in all aspects of employment—hiring, promotion, training, etc.—in a fair and nonbiased manner.
Uniform Guidelines on Employee Selection Procedures define discrimination as:
The use of any selection procedure which has an adverse impact on the hiring, promotion, or other employment or membership opportunities of members of any race, sex, or ethnic group will be considered to be discriminatory and inconsistent with these guidelines, unless the procedure has been validated in accordance with these guidelines (or, certain other provisions are satisfied).
Telecommuting
The use of personal computers, networks, and other communications technology such as fax machines to do work in the home that is traditionally done in the workplace.
5.7
Typical Line of Advancement in HR Management
Sexual Harassment (under Title VII)
Unwelcome advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature in the working environment
Business Necessity
Work-related practice that is necessary to the safe and efficient operation of an organization.
Flextime
Working hours that permit employees the option of choosing daily starting and quitting times, provided that they work a set number of hours per day or week. All employees are required to be present during a designated "core period." Flexible hours reduce absenteeism and tardiness. Employees can schedule their working hours for the time of day when they are most productive.
Career Networking Contacts
Your college alumni association or career office networking lists Your own extended family Your friends' parents and other family members Your professors, advisors, coaches, tutors, clergy Your former bosses and your friends' and family members' bosses Members of clubs, religious groups, and other organizations to which you belong All of the organizations near where you live or go to school
Historical Perspective of EEO Legislation
Equal Employment Opportunity (EEO) Changing National Values Economic Disparity Early Legal Developments
Section 14.C.2 of the Uniform Guidelines states:
"There shall be a job analysis which includes an analysis of the important work behaviors required for successful performance. . . . Any job analysis should focus on work behavior(s) and the tasks associated with them."
Marriott's Recruitment Principles
1 Get It Right the First Time #2: Money Is a Big Thing, But . . . #3: A Caring Workplace Is a Bottom-Line Issue #4: Promote from Within #5: Build the Employment Brand
Stages of Career Development 5.9 slide 33
1 preparation for work 2 organizational entry 3 early career 4 mid career 5 late career
Industrial Engineering
A field of study concerned with analyzing work methods and establishing time standards
Project Team
A group formed specifically to design a new product or service. Members are assigned by management on the basis of their ability to contribute to success. The group normally disbands after task completion.
Process-Improvement Team
A group of experienced people from different departments or functions and charged with improving quality, decreasing waste, or enhancing productivity in processes that affect all departments or functions involved. Team members are normally appointed by management.
Job Family
A group of individual jobs with similar characteristics
Job
A group of related activities and duties
Cross-Functional Team
A group staffed with a mix of specialists (e.g., marketing, production, engineering) and formed to accomplish a specific objective. ---- are based on assigned rather than voluntary membership.
Virtual Team
A group with widely dispersed members linked together through computer and telecommunications technology.
O*NET Database
A online database of all DOT occupations plus an update of over 3,500 additional DOT occupations. Data are collected and published continuously.
What Is a "Disability"?
A physical or mental impairment that substantially limits one or more of the major life activities. A record of such impairment. Being regarded as having such an impairment
Assessment Center
A process by which individuals are evaluated as they participate in a series of situations that resemble what they might be called on to handle on the job. In-basket exercises Leaderless group discussions Role playing Behavioral interviews
Fast-track Program
A program that encourages young managers with high potential to remain with an organization by enabling them to advance more rapidly than those with less potential.
Position Analysis Questionnaire (PAQ)
A questionnaire covering 194 different tasks that, by means of a five-point scale, seeks to determine the degree to which different tasks are involved in performing a particular job
Dictionary of Occupational Titles (DOT)
A systematic occupational classification structure based on interrelationships of job tasks and requirements. Contains standardized and comprehensive descriptions of twenty-thousand jobs.
Task Force Team
A task force is formed by management to immediately resolve a major problem. The group is responsible for developing a long-term plan for problem resolution that may include a charge for implementing the solution proposed.
Challenges to Affirmative Action (AA):
AA has not improved protected groups employment. Individuals hired under AA feel prejudged as inferior performers, and are often viewed as "tokens." AA programs have failed in assimilating protected classes into the workforce. Preferences shown toward one protected class may create conflicts between other minority groups.
Determining Discrimination
According to the Uniform Guidelines, a selection program has an adverse impact when the selection rate for any racial, ethnic, or sex class is less than four-fifths (or 80 percent) of the rate of the class with the highest selection rate.
Court Decisions on Affirmative Action
Adarand Constructors v Peña (1995) Hopwood v State of Texas (1996)
EEOC Guidelines on Retaliation (cont'd)
Adverse Action An adverse action is an action taken to try to keep someone from opposing a discriminatory practice, or from participating in an employment discrimination proceeding. Examples of adverse actions include: employment actions such as termination, refusal to hire, and denial of promotion, other actions affecting employment such as threats, unjustified negative evaluations, unjustified negative references, or increased surveillance. Adverse actions do not include petty slights and annoyances, such as stray negative comments in an otherwise positive or neutral evaluation, "snubbing" a colleague, or negative comments that are justified by an employee's poor work performance or history. Covered Individuals Covered individuals are people who have opposed unlawful practices, participated in proceedings, or requested accommodations related to employment discrimination based on race, color, sex, religion, national origin, age, or disability. Individuals who have a close association with someone who engaged in such protected activity also are covered individuals.
Forms of Discrimination
Adverse Impact Restricted Policy (Disparate Treatment)
Determining Discrimination
Adverse Rejection Rate, or Four-Fifths Rule McDonnell Douglas Test
EEOC Guidelines on Retaliation
An employer may not fire, demote, harass, or otherwise "retaliate" against an individual for filing a charge of discrimination, participating in a discrimination proceeding, or otherwise opposing discrimination. The same laws that prohibit discrimination based on race, color, sex, religion, national origin, age, and disability, as well as wage differences between men and women performing substantially equal work, also prohibit retaliation against individuals who oppose unlawful discrimination or participate in an employment discrimination proceeding. In addition to the protections against retaliation that are included in all of the laws enforced by EEOC, the Americans with Disabilities Act (ADA) also protects individuals from coercion, intimidation, threat, harassment, or interference in their exercise of their own rights or their encouragement of someone else's exercise of rights granted by the ADA. There are three main terms that are used to describe retaliation. Retaliation occurs when an employer, employment agency, or labor organization takes an adverse action against a covered individual because he or she engaged in a protected activity. These three terms are described below.
Restricted Policy (Disparate Treatment)
An employer's intentional unequal treatment or evaluation by different standards of protected-class members.
Ergonomics
An interdisciplinary approach to designing equipment and systems that can be easily and efficiently used by human beings
Job Design
An outgrowth of job analysis that improves jobs through technological and human considerations in order to enhance organization efficiency and employee job satisfaction.
Labor Market
Area from which applicants are to be recruited. Tight market: high employment, few available workers Loose market: low employment, many available workers
The "Glass Ceiling"
Artificial barriers based on attitudinal or organizational bias that prevent qualified women from advancing upward in their organizations into management level positions.
E-mentoring
Brings experienced business professionals together with individuals needing counseling.
Pregnancy Discrimination Act of 1978
Broadens the definition of sex discrimination to include pregnancy, childbirth, or related medical conditions; prohibits employers from discriminating against pregnant women in employment benefits if they are capable of performing their job duties.
Career Development Initiatives: Developing Talent over Time
Career Planning Workbooks Career Planning Workshops Career Counseling
Early Legal Developments
Civil Rights Act (1866) - Race Executive Order 8802 1941: American citizen regardless of race, creed, color or national origin Civil Rights Act (1964)
Characteristics of Successful Teams
Commitment to shared goals and objectives Motivated and energetic team members Open and honest communication Shared leadership Clear role assignments Climate of cooperation, collaboration, trust, and accountability Recognition of conflict and its positive resolution
Identifying Career Opportunities and Requirements
Competency Analysis Job Progressions Career Paths
4.4
Computer Workstation Ergonomics Checklist
How to Achieve Fairness in EEO
Correct stereotyped thinking. Eliminate irrelevant job requirements. Open job and promotion opportunities to all protected classes. Promote on the basis of merit rather than seniority. Provide equal pay for equal work. Modify employee benefits to needs of women, minorities, and working families. Management training in EEO requirements.
Dual-Career Partnerships
Couples in which both members follow their own careers and actively support each other's career development. Flexible work schedules Adaptive leave policies Work-at-home On-premises day care Job sharing
Writing Clear and Specific Job Descriptions
Create statements that: Are terse, direct, and simply worded; eliminate unnecessary words or phrases. Describe duties with a present-tense verb, the implied subject being the employee performing the job. Use "occasionally" to describe duties performed once in a while and "may" for duties performed only by some workers on the job. State the specific performance requirements of a job based on valid job-related criteria.
Job Identification Section
Departmental location of the job Person to whom the jobholder reports Date the job description was last revised Payroll or code number Number of employees performing the job Number of employees in the department where the job is located O*NET code number. "Statement of the Job"
Recruitment
Determine recruitment qualifications
training and development
Determine training needs and develop instructional programs
Eliminating Women's Barriers to Advancement
Development of women's networks Online e-mentoring for women Diminishing stereotyping of women Presence of women in significant managerial positions Accommodating families
Job Enrichment (Herzberg)
Enhancing a job by adding more meaningful tasks and duties (vertical expansion) to make the work more rewarding or satisfying. Providing opportunities for achievement, recognition, growth, responsibility, and performance.
Career Planning Workshops
Discuss and compare attitudes, concerns, plans
Career Counseling
Discuss job, career interests, goals
job identification
Distinguishes job from all other jobs
Career Plateau Questions
Do I accept high visibility assignments? Do I continue to advance my education, both formal and vocational? Am I recognized by other leaders in my organization? Am I routinely promoted? Am I known as a versatile employee? Do I continue to get larger-than-normal raises? Do I rate at the high end of the performance ratings? Do I have a plan with measurable objectives, and have I updated it recently?
Recruitment of Minorities
Educational and societal disadvantages Retention in organizations Affirmative action
Immigration Reform and Control Act (1986)
Employers must comply with the Act by: Having employees fill out their part of Form I-9. Checking documents establishing an employee's identity and eligibility to work. Complete the employer's section of Form I-9. Retain Form I-9 for at least three years. Present Form I-9 for inspection to an Immigration and Naturalization Service officer or to a Department of Labor officer upon request.
Announcing the Program
Explain its philosophy
concerns
Fairness issues Economic disparity Changing material values Interest group agendas Political party mandates Loop-holes in current legislation
agencies
Federal agencies State agencies Independent commissions
(EEOC) purpose
Formulating EEO policy and approving all litigation involved in maintaining equal employment opportunity.
Mentoring functions
Functions concerned with the career advancement and psychological aspects of the person being mentored.
Employee Empowerment
Granting employees power to initiate change, thereby encouraging them to take charge of what they do
Career Self-Management Training
Helping employees learn to continuously gather feedback and information about their careers. Encouraging them to prepare for mobility.
The ADA does not cover what disabilities?
Homosexuality or bisexuality Gender-identity disorders not resulting from physical impairment or other sexual-behavior disorders Compulsive gambling, kleptomania, or pyromania Psychoactive substance-use disorders resulting from current illegal use of drugs Current illegal use of drugs Infectious or communicable diseases of public health significance (applied to food-handling jobs only and excluding AIDS)
HRIS and Job Analysis
Human resource information systems (HRIS) and specialized software help automate job analysis. Analyze jobs and write job descriptions and job specifications based on those analyses. Combine job analysis with job evaluation and the pricing of organizational jobs.
Keys for Successful Telecommuting
Identify jobs best suited to distance work. Select responsible employees. Establish employee feedback procedures and performance review methods for evaluation. Establish formalized telecommuting procedures. Begin a formal training program. Keep telecommuters informed and "in the loop." Recognize when telecommuting isn't working.
Advantages of Telecommuting
Increased flexibility for employees Ability to attract workers who might not otherwise be available Lessened burden on working parents Less time and money wasted on physical commuting Increased productivity Reduced absenteeism
Benefits of Employee Teams
Increased integration of individual skills Better performance (quality and quantity) solutions to unique and complex problems Reduced delivery time Reduced turnover and absenteeism Accomplishments among team members
Recruitment of the Disabled
Increasing numbers of disabled in the workforce Stereotyping of the disabled versus their superior records for dependability, attendance, motivation and performance Accommodations for physical and mental disabilities Others with less publicized disadvantages
Career Paths
Lines of advancement in an occupational field within an organization.
International Recruiting Issues
Local, national, and international laws Different labor costs Different preemployment and compensation practices Cultural differences Security Visas and work permits
Establishing a Favorable Context
Management Participation Setting Goals Changing HR Policies Announcing the Program
Identifying Talent through Performance Appraisals
Managers are concerned about the actual current performance and potential performance of employees. 9-box Grid
The Career Management Goal:
Matching Individual and Organizational Needs
physiological state
Meaningfulness of the work performed Responsibility for work outcomes Knowledge of the results of the work performed.
Competency Analysis
Measures three basic competencies for each job: know-how, problem solving, and accountability.
O*NET and Job Analysis
O*NET Database Dictionary of Occupational Titles (DOT)
Executive Order 11478 (1969)
Obligates the federal government to ensure that all personnel actions affecting applicants for employment be free from discrimination based on race, color, religion, sex, or national origin.
Quid Pro Quo Harassment
Occurs when "submission to or rejection of sexual conduct is used as a basis for employment decisions." Involves a tangible or economic consequence, such as a demotion or loss of pay. Oncale v Sundowner Offshore Services (1998) Same-sex sexual harassment (male-to-male, female-to-female) is covered under Title VII.
Synergy
Occurs when the interaction and outcome of team members is greater than the sum of their individual efforts. Synergistic team member behavior characteristics: Is supporting and inclusive Listens and clarifies Disagrees but remains nonjudgmental Engages in consensus building Is accepting of others Is focused on quality and continuous improvement
Hostile Environment
Occurs when unwelcome sexual conduct "has the purpose or effect of unreasonably interfering with job performance or creating an intimidating, hostile, or offensive working environment." Dirty jokes, vulgar slang, nude pictures, swearing, and personal ridicule and insult constitute sexual harassment when an employee finds them offensive. Courts use a "reasonable person" test for hostile environment.
EEOC Guidelines on Retaliation
Opposition to a practice believed to be unlawful discrimination Opposition is informing an employer that you believe that he/she is engaging in prohibited discrimination. Opposition is protected from retaliation as long as it is based on a reasonable, good-faith belief that the complained of practice violates anti-discrimination law; and the manner of the opposition is reasonable. Examples of protected opposition include: Complaining to anyone about alleged discrimination against oneself or others; Threatening to file a charge of discrimination; Picketing in opposition to discrimination; or Refusing to obey an order reasonably believed to be discriminatory.
Career development for minorities is advanced by:
Organizational support for the advancement of minorities to significant management positions Provision of internships to attract minorities to management careers Organization of training courses to foster the development of minority's managerial skills and knowledge.
Obstacles to Effective Team Function
Overly high expectations Group compensation Training Career movement Power
disadvantages of flexible work schedules
Overtime payments required by the Fair Labor Standards Act for employees working over 40 hours in one week. The additional stress on managers and employees, and long workdays can be exhausting.
Organizational conditions favoring empowerment:
Participation and autonomy Innovation and acceptance of risk-taking Access to information Accountability for results Cultural openness to change
EEOC Guidelines on Retaliation (cont'd)
Participation in an employment discrimination proceeding. Participation means taking part in an employment discrimination proceeding. Participation is protected activity even if the proceeding involved claims that ultimately were found to be invalid. Examples of participation include: Filing a charge of employment discrimination; Cooperating with an internal investigation of alleged discriminatory practices; or Serving as a witness in an EEO investigation or litigation. A protected activity can also include requesting a reasonable accommodation based on religion or disability.
laws
Passed by congress Passed by state legislature Presidential executive orders
Yield Ratio
Percentage of applicants from a recruitment source that make it to the next stage of the selection process. 100 resumes received, 50 found acceptable = 50% yield.
Job Specifications Section
Personal qualifications an individual must possess in order to perform the duties and responsibilities The skills required to perform the job: Education or experience, specialized training, personal traits or abilities, interpersonal skills or specific behavioral attributes, and manual dexterities. The physical demands of the job: Walking, standing, reaching, lifting, talking, and the condition and hazards of the physical work environment
job specification
Personal qualifications required in terms of skills, education and experience Recruitment Selection Development
Successful Career-Management Practices
Placing clear expectations on employees. Giving employees the opportunity for transfer. Providing a clear and thorough succession plan Encouraging performance through rewards and recognition. Giving employees the time and resources they need to consider short- and long-term career goals. Encouraging employees to continually assess their skills and career direction.
Setting Goals
Plan human resources strategy
management response
Planning compliance strategies Formulating appropriate HR policies Briefing and training employees and managers Defending lawsuits Working with government agencies lobbying for policy changes
Job Progressions
The hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that require more knowledge and/or skill.
Recognize Lots of Possibilities
Promotion Transfer
Government Regulation of EEO
Protected Classes
Uniformed Services Employment and Reemployment Rights Act of 1994
Protects the employment rights of individuals who enter the military for short periods of service.
Establishing Affirmative Action Programs
Provide an organizational profile that graphically illustrates their workforce demographics Establish goals and timetables for employment of underutilized protected classes Develop actions and plans to reduce underutilization, including initiating proactive recruitment and selection methods Monitor progress of the entire affirmative action program
Compensation Management
Provide basis for determining employee's rate of pay
ADA Suggestions for an Accessible Workplace
Provide flashing alarm lights. Remove turnstiles and revolving doors or provide alternative accessible paths. Install holding bars in toilet areas. Redesign toilet partitions to increase access space. Add paper cup dispensers at water fountains. Replace high-pile, low-density carpeting. Reposition telephones, water fountains, and other needed equipment. Add raised toilet seats. Provide a full-length bathroom mirror.
Changing HR Policies
Provide for job rotation Provide outplacement service
selection
Provide job duties and job specifications for selection process
Performance Appraisal
Provide performance criteria for evaluating employees
Management Participation
Provide top management support Provide collaboration between line managers and HR managers Train management personnel
Civil Rights Act of 1991
Provides for compensatory and punitive damages and jury trials in cases involving intentional discrimination; requires employers to demonstrate that job practices are job-related and consistent with business necessity; extends coverage to U.S. citizens working for U.S. companies overseas.
Job Title
Provides status to the employee. Indicates what the duties of the job entails. Indicates the relative level occupied by its holder in the organizational hierarchy.
performing job analysis
Select jobs to study Determine information to collect: Tasks, responsibilities, skill requirements Identify sources of data: Employees, supervisors/managers Methods of data collection: Interviews, questionnaires, observation, diaries and records Evaluate and verify data collection: Other employees, supervisors/managers Write job analysis report
Factors influencing the accuracy of job information
Self-reporting exaggerations and omissions by employees and managers Collecting information from a representative sample of employees Capturing all important job information Length of job cycle exceeding observation period Lack of access to job site for personal observation Lack of familiarity with the tasks, duties, and responsibilities of a job Ongoing changes in the job
Outplacement services
Services provided by organizations to help terminated employees find a new job.
Relocation services
Services provided to an employee who is transferred to a new location: Help in moving, in selling a home, in orienting to a new culture, and/or in learning a new language.
Compressed Workweek
Shortening the number of days in the workweek by lengthening the number of hours worked per day. The four-day, forty-hour week, generally referred to as 4/10 or 4/40. Reducing weekly hours to 38 or 36 hours or scheduling 80 hours over nine days (9/80), taking one day off every other week.
Career Planning Workbooks
Stimulate thinking about careers, strengths/limitations, development needs
Types of Plateaus
Structural plateau: end of advancement Content plateau: lack of challenge Life plateau: crisis of personal identity
Bona Fide Occupational Qualification (BFOQ)
Suitable defense against a discrimination charge only where age, religion, sex, or national origin is an actual qualification for performing the job.
job description
Summary statement of the job List of essential functions of the job Employee orientation Employee instruction Disciplinary action
Synergistic Team Characteristics 4.6
Support. Listening and Clarification. Disagreement. Consensus. T Acceptance. Quality.
Complete skills training in:
Team leadership Mission/goal setting Conduct of meetings Team decision making Conflict resolution Effective communication Diversity awareness
Hopwood v State of Texas (1996)
The Court ruled in a decision affecting admission standards at the University of Texas law school that diversity could not constitute a "compelling state interest" justifying racial preference in selection decisions.
4.5
The Dynamics of Employee Involvement Groups
Career Management
The Employee's Role The Organization's Role Individual and Organizational Goals
Grutter v Bollinger
The Supreme Court held in that colleges and universities can consider an applicant's race as a factor in admission decisions. The decision upheld an admission policy at the University of Michigan Law School in which officials considered an applicant's race along with other factors when making admission decisions.
United Steelworkers of America v Weber (1974)
The Supreme Court held that voluntary affirmative action programs are permissible where they attempt to eliminate racial imbalances in "traditionally segregated job categories." In Weber, the Court did not endorse all voluntary affirmative action programs.
Adarand Constructors v Peña (1995)
The Supreme Court ruled that federal programs that use race or ethnicity as a basis for decision making must be strictly scrutinized to ensure that they promote "compelling" governmental interests.
Griggs v Duke Power Company (1971)
The Supreme Court ruled: Employer discrimination need not be overt or intentional to be present—employment practices having an adverse impact on protected classes are illegal even when applied equally to all employees. Employers have the burden of proving that employment requirements are job-related or constitute a business necessity absolutely necessary for job success. Good intent, or absence of intent to discriminate, is not a sufficient defense of adverse impact.
Reverse Discrimination
The act of giving preference to members of protected classes to the extent that unprotected individuals believe they are suffering discrimination
Job Sharing
The arrangement whereby two part-time employees perform a job that otherwise would be held by one full-time employee. Job sharers may work three days a week, creating an overlap day for extended face-to-face conferencing.
Skill variety:
The degree to which a job entails a variety of different activities, which demand the use of a number of different skills and talents by the jobholder
Feedback:
The degree to which carrying out the work activities required by the job results in the individual being given direct and clear information about the effectiveness of his or her performance
Autonomy:
The degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out
Task identity:
The degree to which the job requires completion of a whole and identifiable piece of work, that is, doing a job from beginning to end with a visible outcome
Position
The different duties and responsibilities performed by only one employee
An employer is considered guilty of sexual harassment when:
The employer knew or should have known about the unlawful conduct and failed to remedy it or to take corrective action. The employer allows nonemployees (customers or salespeople) to sexually harass employees.
Religious Preference
Title VII of the Civil Rights Act
sexual orientation
Title VII of the Civil Rights Act of 1964 lists "sex" (gender) as a protected class.
Why Recruit Globally?
To develop better products via a global workforce To attract the best talent wherever it may be
McDonnell Douglas Test
To establish a prima facie case of discrimination: The person must be a member of a protected class. The person must have applied for a job for which he or she was qualified. The person must have been rejected, despite being qualified. After rejection, the employer continued to seek other applicants with similar qualifications.
Increasing the Effectiveness of Employee Referrals
Up the ante. Pay for performance. Tailor the program. Increase visibility. Keep the data. Rethink your taboos. Widen the program. Measure the results.
Glass ceiling audit factors:
Upper-level management and executive training Rotational assignments International assignments Opportunities for promotion Opportunities for executive development programs at universities Desirable compensation packages Opportunities to participate on high-profile project teams Upper-level special assignments
EEO Rules to Federal Contractors and Agencies
Vocational Rehabilitation Act of 1973 (amended in 1974) Executive Order 11246 (1965), as amended by Order 11375 (1966) Executive Order 11478 (1969)
job analysis
What employee does Why employee does it How employee does it
Largest Temporary Help Agencies in the United States
allegis group, express personal services, hudson, kelly, randstad, trueblue, manpower, vedior, volt workforce, robert half international
4.3
basis fro job design
Human Capital Profiles for Two Different Careers 5.8
boundaryless profile, organizational man profile
Forms of Employee Teams
cross functional team, project team, self directed team, task force team, process improvement team. virtual team
Recruiting Talent Externally
labor market, Factors determining the relevant labor market
Loose market:
low employment, many available workers
5.4
example of 9 box grid
Alternative Career Moves
exit, demotion, promotion, transfer
Determining Individual Development Needs
fast track program\ Career Self-Management Training
Filing a Charge of Employment Discrimination
figure 3.5
organization man profile
firm specific knowledge
5.12 slide 41
good mentors and good listening lists successful mentoring
boundaryless profile
industrial knowledge, occupational knowledge
Proof of validity
is established through validation studies that show the job relatedness or lack thereof for the selection instrument under study.
The four-fifths rule
is not a legal definition of discrimination, rather it is used to monitor severe discrimination practices.
Sexual orientation
is not a valid defense against discrimination—gender applies to one's sex at the time of birth and not to one's sexual orientation. No federal law bars discrimination based on sexual orientation, or transgender and transsexual individuals. Companies—in support of their diversity initiatives—are fostering "gay-friendly" work places. Of the nation's top 500 companies, 70 percent now offer health benefits to same-sex couples.
Major Laws Affecting Equal Employment Opportunity
qual Pay Act of 1963 Title VII of Civil Rights Act of 1964 (amended in 1972, 1991, and 1994) Age Discrimination in Employment Act of 1967 (amended in 1986 and 1990) Equal Employment Opportunity Act of 1972 Pregnancy Discrimination Act of 1978 Americans with Disabilities Act of 1990 Civil Rights Act of 1991 Uniformed Services Employment and Reemployment Rights Act of 1994
types of sexual harassment
quid pro Quo = submission, rejection hostile environment= uncomfortable, subjective response
slide 52
steps in starting a new business
How To Develop Team Synergy
support, listen and clarify, disagree constructively, acceptance of member skills, consensus decision making, focus on quality
Recruitment and Development of Women
the glass ceiling Eliminating Women's Barriers to Advancement
HR's Role in Career Management 5.5
the goal: match individual and organizational needs Identify career opportunities and requirements institute career development initiatives gauge employee potential
4.1
the process of job analysis