MANAGING EQUAL EMPLOYMENT

AND DIVERSITY
AHMAD AZMY, S.E, M.M
TANRI ABENG UNIVERSITY

OBJECTIVES

Discuss racial/ethnic discrimination concerns involved with harassment and language issues.

Describe how women are affected by pay, job assignment, and career issues in organizations.

Define the two types of sexual harassment and how employers should respond to sexual harassment complaints.

Identify two means that organizations are using to deal with the aging of their workforces

managing individuals with disabilities and differing religious beliefs.

Evaluate several arguments supporting and opposing affirmative action.

Explain diversity management and discuss why diversity training is important.

FIGURE 5-1

53

EQUAL EMPLOYMENT AND DIVERSITY MANAGEMENT

RACE, NATIONAL ORIGIN, AND CITIZENSHIP ISSUES

Potential HR Issues

Racial/Ethnic
Discrimination
and Harassment

English-Only
Requirements and
Bilingual Employees

Requirements for
Immigrants and
Foreign-Born
Workers

SEX/GENDER ISSUES
Pay Inequity
To guard against pay inequities, employers should:
Include benefits and other items of remuneration to calculate pay.
Inform all employees how pay practices work.
Base pay on the value of jobs and performance.
Benchmark pay against local and national markets so that pay structures are competitive.
Conduct audits to detect gender-based inequities and ensure that pay is fair internally.

55

SEX/GENDER ISSUES

Women in the Workforce Issues

Nepotism

56

Job Assignments
and Nontraditional
Jobs

Glass Ceilings,
Walls and
Elevators

SEX/GENDER ISSUES (CONTD)

Establishing
mentoring
programs

Providing
career rotation

Breaking
the Glass
Increasing top
management and
boardroom
diversity

Allowing for
alternative work
arrangements

Establishing goals
for diversity
57

SEXUAL HARASSMENT AND

WORKPLACE RELATIONSHIPS

Consensual Relationships

and Romance at Work

Workplace romances are risky

because they can cause conflict

or result in sexual harassment.

58

TYPES OF SEXUAL HARASSMENT

59

Quid Pro Quo

Hostile Environment

Linking employment outcomes

to the harassed individuals
granting of sexual favors.

Allowing intimidating or
offensive working conditions
to unreasonably affect an
individuals performance or
psychological well-being.

FIGURE 5-5

510

POTENTIAL SEXUAL HARASSERS

EMPLOYER RESPONSES TO SEXUAL HARASSMENT

Establishing a sexual
harassment policy

Communicating the
policy regularly

Affirmative
defense for
employer

Training employees to
avoid sexual
harassment
511

Investigating and
taking actions when
complaints arise

AGE ISSUES AND EEO

Age Discrimination and

Employment Issues

Discrimination
against
overqualified
older employees

512

Age discrimination in
workforce reductions

Attracting, retaining,
and managing older
workers

HR MANAGERS VIEWS OF
OLDER WORKERS
Consequences

Health care usage

Heath care costs
More training/retraining
Employee stress

Older
Workers

Advantages

513

Will work different schedules

Serve as mentors
Have invaluable experience
Have a strong work ethic
Are more reliable

Disadvantages
Are weak on new technology
Cause expenses to rise
Are less flexible

INDIVIDUALS WITH DISABILITIES IN THE WORKFORCE

Recruiting and
Selecting Individuals
with Disabilities

Employees Who
Develop Disabilities

Managing
Individuals
with
Disabilities

Individuals with
Mental Disabilities
514

Individuals with LifeThreatening Illnesses

FIGURE 5-7

515

COMMON MEANS OF REASONABLE ACCOMMODATION

FIGURE 5-8

516

RELIGION AND SPIRITUALITY IN WORKPLACES

AFFIRMATIVE ACTION

Affirmative Action

Employers are urged to hire groups of people based on their race, age, gender, or national origin to make up for historical
discrimination.

Affirmative Action and the U.S. Courts

Courts have upheld the legality of affirmative action, but recently have limited it somewhat.

Reverse Discrimination

517

Occurs when a person is denied an opportunity because of preferences given to protected-class individuals who may be
less qualified.

DEBATE ON AFFIRMATIVE ACTION

Affirmative Action
Is Still Needed

To overcome and eliminate the

effects of past injustices.
To create equality for all persons,
even if temporary injustice to
some individuals may result.

518

Affirmative Action Is
No Longer Needed

Penalizes individuals even though

they have not been guilty of
discrimination.
Creates preferences that result in
reverse discrimination.

Employment of protected-class
members will benefit society.

Results in greater polarization and

separatism.

Properly used, does not

discriminate against males or
whites.

Stigmatizes those it is designed to

help.

Goals indicate progress needed,

not quotas.

Forces employers to play by the

numbers as goals become
quotas.

MANAGING DIVERSITY
Tangible Indicators
of Diversity

Age
Marital and family status
Disabilities
Race/ethnicity
Religion
Gender
Sexual orientation
519

MANAGING DIVERSITY (CONTD)

Diversity: The Business Case

Allows new talent and new

ideas from employees of
different backgrounds.
Helps recruiting and retention.
Allows for an increase in
market share.
Leads to lower costs because
there may be fewer lawsuits.
520

FIGURE 5-10

521

VARIOUS APPROACHES TO DIVERSITY AND THEIR RESULTS

2008 Thomson/South-Western. All rights reserved.

FIGURE 5-11
COMMON
DIVERSITY
MANAGEMENT
COMPONENTS

522

2008 Thomson/South-Western. All rights reserved.

DIVERSITY TRAINING

Components of
Diversity Training

Legal
awareness
training
523

Cultural
awareness
training

Sensitivity
training
2008 Thomson/South-Western. All rights reserved.

DIVERSITY TRAINING (CONTD)

Backlash Against Diversity Efforts

524

Protected Groups

Non-Protected Groups

View diversity efforts as

inadequate and nothing
more than corporate public
relations that do not meet
expectations.

Believe that the emphasis

on diversity makes them
scapegoats for problems
created by increasing
diversity.

2008 Thomson/South-Western. All rights reserved.

THANK YOU