人力资源管理第十版英文版第五章笔记CHAPTER 5 Diversity and Equal Employment Opportunity文档格式.docx

人力资源管理第十版英文版第五章笔记CHAPTER 5 Diversity and Equal Employment Opportunity文档格式.docx

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●Differentiateamongdiversitymanagement,equalemploymentopportunity（EEO）,andaffirmativeaction.

●Discussseveralargumentssupportingandopposingaffirmativeaction.

●Explainhowtoidentifywhenillegaldiscriminationoccurs,anddefinefivebasicEEOconcepts.

●DiscussthekeyprovisionsoftheCivilRightsActof1964,TitleVII,andtheCivilRightsActof1991.

●Discussthetwogeneralapproachesthatcanbeusedtocomplywiththe1978UniformGuidelinesonEmployeeSelectionProcedures.

●Definevalidityandreliability,andexplainthreeapproachestovalidatingemploymentrequirements.

HRTRANSITIONS

DiversityandLawEnforcement

Ithasbecomeclearthathavingamorediversegroupoflawenforcementofficershassomerealadvantages.

Lawenforcementtakesplaceinmanyvenuesandwithallcitizensregardlessofbackground.Yetlawenforcementofficersasagroupdonotreflectthediversityofthecitizenry.Foryears,policeworkwasseenmostlyasmen’swork—andwhitemenfilledmostofficer’sjobs.Increasinglyithasbecomeclearthathavingamorediversegroupoflawenforcementofficershassomerealadvantages,yetmakingthetransitiontothatmorediverseworkforcehaspresentedsomechallenges.

Recently,asuspectwashandcuffedinfrontofhisthreeyoungchildrenandbecameagitated,demandinganapology.Themaledeputywhohandcuffedhimwasnotinthemoodfordebate,andtheatmospheregrewverytense.Fifteen-yearpoliceveteranCherylPecksteppedinandcalmlypointedout,“Look,wedon’tknowyou.Wedon’tknowwhatyourintentionsare.”Peck’swordsandfemalepresenceevidentlyreducedtensions.

Theresultswerethesame—thesuspectwastakenintocustody—butthecircumstancesweredifferent（andlessthreatening）thankstothefemaleofficer’spresence.

Locallawenforcementagenciesbeganhiringwomenintheearly1970s.Theystillemployfewerwomenthanmen,butthenumberofwomenisgrowing.Asurveyof800policedepartmentsthroughouttheUnitedStatesfoundthatabout12%ofnearly600,000officersarefemale.

Earlyon,somefemaleofficersnotedan“overprotective”attitudeonthepartoftheirmalecolleagues.

Otherobservershavenotedthatdepartmentsaremuchmoreprofessionalwithamixofmaleandfemaleofficers.

“Someoftheguyscouldgetprettyraunchy—withwomentheretheyhadtoquit.Butthatisthewayitshouldbe,”Pecknotes.Further,ashifttocommunitypolicingrequiresthatofficersreflectthemakeupofthecommunity,andthatinturnrequiresaddingmorewomenofficers.Additionally,anumberoflawenforcementofficialsbelievewomenpossesssuperiorinterpersonalskillsandwanttorecruitmore.

Butdespitethebenefits,changingthediversitymixoflawenforcementagenciesreflectsthesamechallengesofdoingsoinothersectorsofU.S.industry.Onecontroversyfocusesonthetestsrequiredtobecomeofficers.

About83%oflawenforcementdepartmentsrequireapplicantstopassatestonreading,writing,andreasoning—theso-calledcognitiveskills.BecausetheFederalDepartmentofJusticewasconcernedthatcognitivetestskeepoutmoreracialminorityapplicantsthanwhites,itdesignedanewpoliceexamthatfocusesonpersonalityvariablesinstead.Theonlyremainingcognitivesectionwasareadingtest.Topass,applicantshadtoscoreonlyaswellasthebottom1%ofcurrentofficers.

Manyarguedthatthetestwas“watereddown.”Theypointedoutthatifpoliceforcescannottestforintellectualskills,theywillendupwithrecruitswhocannotlearn,writecrimereports,ordowellincourtwhenconfrontedbydefenselawyers.

Whetherornotthetestisavalidoneforrecruitinggoodpoliceofficers,othercontroversieshavesurfacedarounditsuse.Forexample,inSuffolkCounty,NewYork,whereAfricanAmericansmakeup4.8%ofthecountyandHispanicAmericans6.6%,theirrepresentationonthepoliceforcewasonly2.2%and4.6%respectively.Thecountydevisedaplantoimprovethosenumbers,underpressurefromtheU.S.JusticeDepartment.Forty-threenewAfricanAmericanandHispanicAmericancadetswereassuredofficer’sjobsiftheyearnedjuniorcollegecriminaljusticedegreesandpassedanentranceexam.

Whilecompletingtheirdegrees,thesepromisingapplicantsworkedpart-timeasunpaidpoliceclerks.Mostalsoenrolledinaprepcoursedesignedtohelpthemwiththeexam.Inthecoursetheinstructorofferedtestquestionsandsome“preferredanswers”onthetest.Consequently,allofthecandidatespassedthetest.

However,controversyflaredabout“cheating,”fairness,andreversediscrimination.Further,theNewYorksupremecourtruledthatSuffolkCountydidnotexploresufficientalternativesbeforerecruitingonthebasisofskincolor.Thecandidates,caughtinthemiddle,felttheywerebeingpenalizedbecausethecountyhaddevisedafaultyprogram.

Evenwithitsadvantages,diversityissometimescontroversialanddifficulttoachieve.ThePoliceCommissionerinSuffolkCountysaysthathewantsmorediversity,butadmits“I’mnotsurehowwegetthere.”

“Thenotionthatdiversityhadabusinessimperativeandgaveusastrategicadvantagecamelater.”JOHNBRYAN

Differencesamongpeopleatworkarebothamanagerialplusandminus.Ithasbeenclearformanyyearsfromclassicstudiesdoneinsocialpsychologythatgroupsmadeupofverydifferentpeoplearemorecreativeandmoreabletoseeallsidesofanissue.Butgroupsoftendonotchoosetobediverseinmakeup,anddonotalwaysgetalongaswellasgroupsmadeupofmoresimilarmembers.

Peoplehavemanydimensions—age,gender,race,color,andreligionareonlyafew.Theconceptofdiversityrecognizesthedifferencesamongpeople.

TheNatureofDiversity

Theexistenceofdiversityisapparentinmostorganizations.Assuggestedinanumberofstudies,diversityhasbothpositiveandnegativeconsequences.Onthepositiveside,itprovidesorganizationsopportunitiestotapabroader,morediversesetofpeople,ideas,andexperiences.Diversityisparticularlyvaluableinabusinessorganizationbecauseitoftenreflectsthediversityofcustomersandthemarketplace.Bycapitalizingonthediversityinternally,businessorganizationsmaybeabletoadaptbettertothesubtledifferencesinvariouscustomermarkets.

Onthenegativeside,diversitymayinitiallyleadtoincreasedtensionsandconflictsintheworkplace.Insomeorganizations,peoplewhoarepartofwellestablishedgroupswithrelativelysimilarbackgroundsandracialorethnicheritageshavedemonstratedreluctancetoacceptpeoplewhoare“different.”Fortunately,outrighthostilityandphysicalresistancehaveoccurredinrelativelyfewworksituations.Buttensionshaveincreasedinothercircumstancesasdiversityeffortshavebeeninstitutedinworksettings.Communicationdifficultiesandconflictsbetweenworkersmayoccurmoreofteninorganizationshavinggreaterdiversityofpeople.Consequently,organizationsmustbeproactivenotonlyinaddressingdiversityconcernsbyexistingemployeesbutalsoinsupportingindividualswithdifferentbackgroundsandheritages.

Probablytheworstresponsetodiversityistoignoreit.Becauseofitsmanydimensions,theconceptofdiversityshouldbeviewedbroadly（seeFigure5—1）.

Anyofthesedimensionscancreateconflictsbetweenpeopleatwork,buttheycanalsobringtheadvantagesofdifferentideasandviewpoints,whichiswhyorganizationsaddressdiversityasastrategichumanresourceissue.

DemographicsandDiversity

Diversityisseenindemographicdifferencesintheworkforce.2TheshiftingmakeupoftheU.S.populationaccountsfortoday’sincreasedworkforcediversityasmanyorganizationshirefromamorediversepoolofpotentialworkers.

Organizationshavebeenseeingtheeffectsofthesedemographicstrendsforseveralyears.Amoredetailedlookatsomeofthekeychangesfollows.AccordingtotheU.S.DepartmentofLabor:

●Totalworkforcegrowthwillbeslowerbetween1996and2006thaninpreviousdecades.

●Onlyone-thirdoftheentrantstotheworkforcebetween1990and2005willbewhitemales.

●Womenwillconstituteagreaterproportionofthelaborforcethaninthepast,and63%ofallU.S.womenwillbeintheworkforceby2005.

●Minorityracialandethnicgroupswillaccountforagrowingpercentageoftheoveralllaborforce.Immigrantswillexpandthisgrowth.

●TheaverageageoftheU.S.populationwillincrease,andmoreworkerswhoretirefromfull-timejobswillworkpart-time.

●Asaresultoftheseandothershifts,employersinavarietyofindustrieswillfaceshortagesofqualifiedworkers.

WOMENINTHEWORKFORCETheinfluxofwomenintotheworkforcehasmajorsocialandeconomicconsequences.Itisprojectedthat63%ofallwomenofworkingage,andover80%ofwomenfrom25to40yearsold,willbeworkingorlookingforworkby2000.Thisincreasewillmeanthatwomenwillmakeup47%ofthetotalworkforceby2005.Further,abouthalfofallcurrentlyworkingwomenaresingle,separated,divorced,widowed,orotherwisesingleheadsofhouseholds.Consequently,theyare“primary”incomeearners,notco-incomeproviders.

Onemajorconsequenceofhavinganincreasedpercentageofwomenintheworkforceisthatbalancingworkandfamilyissueswillcontinuetogrowinimportance.Also,asmorewomenentertheworkforce,greaterdiversitywillbefoundinorganizations.SomeotherimplicationsforHRmanagementofmorewomenworkingincludethefollowing:

●Greaterflexibili