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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
FIGURE 5-1
53
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
Nepotism
56
Job Assignments
and Nontraditional
Jobs
Glass Ceilings,
Walls and
Elevators
Providing
career rotation
Breaking
the Glass
Increasing top
management and
boardroom
diversity
Allowing for
alternative work
arrangements
Establishing goals
for diversity
57
Consensual Relationships
58
59
Hostile Environment
Allowing intimidating or
offensive working conditions
to unreasonably affect an
individuals performance or
psychological well-being.
FIGURE 5-5
510
Communicating the
policy regularly
Affirmative
defense for
employer
Training employees to
avoid sexual
harassment
511
Investigating and
taking actions when
complaints arise
Discrimination
against
overqualified
older employees
512
Age discrimination in
workforce reductions
Attracting, retaining,
and managing older
workers
HR MANAGERS VIEWS OF
OLDER WORKERS
Consequences
Older
Workers
Advantages
513
Disadvantages
Are weak on new technology
Cause expenses to rise
Are less flexible
Recruiting and
Selecting Individuals
with Disabilities
Employees Who
Develop Disabilities
Managing
Individuals
with
Disabilities
Individuals with
Mental Disabilities
514
FIGURE 5-7
515
FIGURE 5-8
516
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.
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.
518
Affirmative Action Is
No Longer Needed
Employment of protected-class
members will benefit society.
MANAGING DIVERSITY
Tangible Indicators
of Diversity
Age
Marital and family status
Disabilities
Race/ethnicity
Religion
Gender
Sexual orientation
519
FIGURE 5-10
521
FIGURE 5-11
COMMON
DIVERSITY
MANAGEMENT
COMPONENTS
522
DIVERSITY TRAINING
Components of
Diversity Training
Legal
awareness
training
523
Cultural
awareness
training
Sensitivity
training
2008 Thomson/South-Western. All rights reserved.
524
Protected Groups
Non-Protected Groups
THANK YOU