August 13, 2022

Misplaced Affections: Discharge for Sexual Harassment, Pages 116 (Chapter 3 ). .Read the Case Study entitled, Misplaced Affections: Discharge for Sexual Harassment????????several times to

Case 1
Misplaced Affections: Discharge for Sexual Harassment, Pages 116 (Chapter 3 ). .

Read the Case Study entitled, “Misplaced Affections: Discharge for Sexual Harassment” several times to get a good understanding of the case… Write a COVER PAGE, then, write a short summary of the case, then, answer all of the questions at the end of the case. Do not forget your cover page as it will enhance your presentation and always number your answers… Remember to number your answers to the case questions.

I selected the most interesting and applicable case for the class. Please be sure to back up your answers to this case with facts from the textbook and other sources and remember to use references….

Please number each of your answers. This is very important so that I understand which questions you are responding to. 150 words are a good minimum word guideline for each case question response..

Remember, it is quality that counts so be brief, thorough, but to the point. Good Luck! Please be sure to back up your answers to the case with facts from the textbook and other sources (please use APA format).

Snell_18e_PPT_Instructor_Ch03.pptx

Chapter 3 Equal Employment Opportunity and Human Resources Management

Learning Outcomes

After studying this chapter, you should be able to

Describe the major equal employment opportunity (EEO) laws related to age, gender, religion, weight, and sexual orientation. Determine the employment practices they prohibit and the reason behind passage of EEO legislation. Describe what a bona fide occupational qualification is.

Explain how the Uniform Guidelines on Employee Selection Procedures were developed and how firms use them to ensure they are abiding by the law. Understand adverse impact and disparate treatment.

Understand Equal Employment Opportunity Commission (EEOC) record-keeping and posting requirements and describe how discrimination charges are processed by the EEOC.

Explain what affirmative action is and how companies today are seeing the value of voluntarily having diverse workforces.

Discussion Starter #1

One of the ways companies can foster diversity within their organizations is by getting employees to talk about their differences. For example, the Mallon Group Training and Management has developed a series of Know Me games that enable participants of different cultures, races, sexual orientations, and so forth to explore issues of diversity together.

What are some other ways that companies can foster diversity within their organizations?

ANSWER: Students’ answers will vary. Some suggested examples may include to implement a diversity training program, create a diversity committee, include opportunities for staff to interact in settings outside of the office so that employees learn about and feel more comfortable with their coworkers, and recognize and acknowledge special days and events such as the International Day for the Elimination of Racial Discrimination or Gay Pride events.

Introduction

Equal employment opportunity (EEO) – The treatment of individuals in all aspects of employment—hiring, promotion, training, etc.—in a fair and nonbiased manner

Equal Employment Opportunity Commission (EEOC) – The EEOC’s work consists of formulating EEO policy and approving all litigation involved in maintaining equal employment opportunity. The EEOC’s guidelines are not federal law but administrative rules and regulations published in the Federal Register

The number of filings have gradually increased over the last 20 years, marking an increased importance for managers to know and comply with numerous EEO laws as the workforce becomes more diverse and multicultural.

3.1 Historical Perspective of EEO Legislation

Equal employment opportunity as a national priority has emerged slowly in the United States.

Although the United States has progressed substantially in improving business practices and public attitudes about discrimination, problems still persist.

Figure 3.1: Three Factors Come Together to Influence EEO Legislation

Section 3.1: Historical Perspective of EEO Legislation

Figure 3.1 shows that three factors seem to have influenced the growth of EEO legislation: (1) changing attitudes towards employment discrimination; (2) published reports highlighting the economic problems and injustices experienced by minority workers; and (3) a growing body of disparate discrimination laws and regulations at different levels of government that legislators feel should be standardized.

3.1a Changing National Values

Although the United States was founded on the principles of individual merit, hard work, and equality, employment discrimination has a long history in the United States.

The Employment Non-Discrimination Act, or “ENDA,” proposed by the U.S. Congress extends federal employment discrimination protection currently provided on race, religion, gender, national origin, age, and disability to include sexual orientation and gender identity.

3.1b Early Legal Developments

Civil Rights Act (1866)

Extended to all people the right to enjoy full and equal benefits of all laws, regardless of race

Unemployment Relief Act (1933)

Prohibited employment discrimination on account of race, color, or creed (religious beliefs)

Executive Order 8802 (1941)

Ensured that every American citizen, “regardless of race, creed, color, or national origin,” would be guaranteed equal employment opportunities for workers employed by firms awarded World War II defense contracts

Unfortunately, these early efforts did little to correct employment discrimination.

3.2 Government Regulation of Equal Employment Opportunity

Despite their shortcomings, the laws and executive orders discussed on the previous slide laid the groundwork for a significant number of laws that have since been passed barring employment discrimination.

Part of the reason why it is so critical for managers and supervisors to understand and apply EEO laws is that employees act as agents of their employers.

If a manager or supervisor violates the law, both he or she and the organization can face legal consequences.

Figure 3.2: Prohibited Discriminatory Employment Practices

Section 3.2: Government Regulation of Equal Employment Opportunity

Figure 3.2 shows the various prohibited HR activities related to hiring, promoting, compensating employees, and so forth covered by EEO laws.

3.2a Major Federal Laws

Protected classes – Individuals of a minority race, women, older people, and those with disabilities who are covered by federal laws on equal employment opportunity

Defined broadly, the classes include employees of a particular race, color, religion, national origin, sex, age, and those with physical or mental disabilities.

Figure 3.3: Protected Classes of Employees