第二课公平就业机会和法律.pptVIP

Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 2–* Figure 2-8 illustrates strategies for overcoming barriers to inclusion, such as learning about other cultures and helping all employees to better understand the causes of prejudice. Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 2–* Figure 2-8 illustrates strategies for overcoming barriers to inclusion, such as learning about other cultures and helping all employees to better understand the causes of prejudice. Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 2–* Under guidelines such as EO 11246, the key aims of affirmative action programs are outlined in this slide. Many employers pursue these aims with a good faith effort strategy; this emphasizes identifying and eliminating the obstacles to hiring and promoting women and minorities, and increasing the minority or female applicant flow. Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 2–* Reasonable steps to take in establishing an effective affirmative action program are listed in Figure 2-9. Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 2–* As the U.S. workforce becomes increasingly diverse, courts have been grappling with the use of quotas (or defacto quotas) in hiring, and particularly with claims of reverse discrimination (discriminating against nonminority applicants and employees). Many cases have addressed these issues, but until recently, few consistent answers emerged. Human Resources Management 12eGary Dessler Copyright ? 2011 Pearson Education, Inc. publishing as Prentice Hall 2–* The effect of CRA 1991 was to roll back equal employment law to where it stood before the 1980s decisions. In some respects, it even placed more respon