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Human resource management book by gary dessler pdf

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homeranking.info Discuss why diversity management is important and how to install a diversity management program. .. Appendix A, PHR and as SPHR knowledge base at the end of this book lists the knowledge someone studying for the HRCI. HUMAN THIRTEENTH EDITION RESOURCE MANAGEMENT GARY DESSLER This book is not sponsored or endorsed by or affiliated with the Microsoft Corporation. Data Dessler, Gary Human resource management/Gary Dessler. Gary Dessler. Part 1 Explain what human resource management (HR) is and how it relates .. The Plan of This Book: Basic Themes. ➢ HR Gary Dessler. Part 1 Gary Dessler. Part 1 Source: homeranking.info gscler. pdf.


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designations appear in this book, and the publisher was aware of a trademark claim, the designations have been Human resource management/Gary Dessler. VIDEO LIBRARY – Robust video library with over new book-specific videos that include easy-to-assign . Human resource management/Gary Dessler. PDF Download Human Resource Management (14th Edition) By Gary By Gary Dessler free book download,PDF Free Human Resource Management (14th.

If conciliation is not satisfactory, the EEOC can bring a civil suit in federal district court, or issue a Notice of Right to Sue to the person who filed the charge. Equal Opportunity and the Law Do not establish requirements for physical characteristics unless you can show they are job related. The EEOC investigates job discrimination complaints and may file charges in court. Affirmative action programs have come under fire in recent years, even by some members of protected groups. Hostile Environment Created by Supervisors - shows that even though there were no direct threats or promises in exchange for sexual advances, advances interfered with performance and created an offensive work environment. Equal Opportunity and the Law 3.

Log In Sign Up. Human resource management 14th edition by gary dessler. Zeinab Belal. Human Resource Management provides students in human resource management courses and practicing managers with a full and practical review of essential HR concepts and techniques, with a particular focus on using human resource practices to improve performance, productivity, and profitability at work.

New topics can be found throughout the Fourteenth Edition, along with new features and video cases. MyManagementLab is an online homework, tutorial, and assessment program that truly engages students in learning. It helps students better prepare for class, quizzes, and exams—resulting in better performance in the course—and provides educators a dynamic set of tools for gauging individual and class progress.

It will help: Inspire the exchange of new ideas and foster intriguing discussions with the abundant resources found in MyManagementLab. Practical material helps managers perform day-to-day responsibilities. Educational Requirements - Courts have found education qualifications to be illegal when minority groups are less likely to possess the education qualifications or qualifications are not job related.

Tests - Courts deem tests unlawful if they disproportionately screen out minorities or women and they are not job related. Preference to Relatives - You should not give preference to relatives of current employees with respect to employment opportunities. Height, Weight, and Physical Characteristics - Physical requirements such as minimum height are unlawful unless the employee can show their job-related. Arrest Records - Unless job requires security clearance, do not ask an applicant whether he or she has been arrested or spent time in jail or use an arrest record to disqualify a person automatically.

Discharge Due to Garnishment - Firing a minority member whose salary is garnished is illegal unless you can show some overriding business necessity. They usually claim sexual discrimination, but sometimes claimed racial or even religious discrimination. The chapter describes court rulings regarding dress, hair, uniforms, tattoos, and body piercings.

Hm... Are You a Human?

Equal Opportunity and the Law B. Mandatory Arbitration of Discrimination Claims - many employers, to avoid EEO litigation, require applicants and employees to agree to arbitrate such claims. The EEO does not favor mandatory arbitration. However, the U. Diversity Management A. Potential Threats to Diversity - workforce diversity produces both benefits and problems for employers.

Unmanaged, it can produce big aerial behaviors that reduce cooperation. Potential problems include: Some Diversity Benefits - the key to driving diversity benefits is properly managing potential problems. Diversity climate is defined as the extent to which employees and organizations said the firm promotes equal opportunity and inclusion.

Managing Diversity - managing diversity means maximizing diversities potential benefits while minimizing the potential problems.

Activities that constitute managing diversity include: Providing strong leadership — companies with exemplary reputations in managing diversity typically have CEOs who champion the cause of diversity. Assess the situation — assessing a company's diversity includes equal employment hiring and retention metrics, employee attitude surveys, management employee evaluations, and focus groups.

Change culture and management systems.

Evaluate the diversity management program. Implementing the Affirmative Action Program - affirmative action is still a significant workplace issue today. Affirmative action means taking action in recruitment, hiring, promotion, and compensation to eliminate the current effects of past discrimination. Employee resistance — avoiding employee resistance to affirmative action programs is important to show that the program doesn't involve preferential selection standards by providing details on the qualifications of all new hires.

How can you tell if the diversity initiatives are effective? Some commonsense questions can be asked: Are the women and minorities reporting directly to senior managers? Do women and minorities have a fair share of jobs that are traditionally steppingstones to successful careers in the company? Do women and minorities have equal access to international assignments?

Is the employer taking steps to ensure that female and minority candidates will be in the company's career development pipeline? Are turnover rates for female and minority managers the same or lower than those for white males?

Do employees report that they perceive positive behavior changes as a result of diversity efforts? Reverse Discrimination - means discrimination against nonminority applicants and employees.

Many courts cases address these issues, but until recently, few consistent answers emerged. If you were the HR director at a company, what exactly would you do to avoid such problems in the future? About how much was the average claim? Discussion Questions: What important precedents were set by the Griggs v. Duke Power Company case? The Albemarle Paper Co.

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Duke Power Company was heard by the Supreme Court. The plaintiff argued that his employer's requirement that coal handlers be high school graduates was unfairly discriminatory. In finding for the plaintiff, the Court ruled that discrimination need not be overt to be illegal, that employment practices must be related to job performance, and that the burden of proof is on the employer to show that hiring standards are job related.

In Albemarle Paper Co. Moody, the Supreme Court ruled that the validity of job tests must be documented and that employee performance standards must be unambiguous. What is adverse impact?

How can it be proved? Adverse impact is the overall impact of employer practices that result in significantly higher percentages of members of minorities and other protected groups being rejected for employment, placement, or promotion. The complainant need only establish a prima facie case showing that the employer's selection procedures did have an adverse impact on a protected minority group. This is done by one of four basic approaches: What is sexual harassment? How can an employee prove sexual harassment?

An employee can prove sexual harassment in three main ways: What is the difference between disparate treatment and disparate impact?

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The main difference is one of intent. Disparate treatment means that there was an intent to treat different groups differently.

Disparate impact does not require intent, but merely to show that an action has a greater adverse effect on one group than another. Working individually or in groups, respond to these three scenarios based on what you learned in Chapter 2.

Under what conditions if any do you think the following constitute sexual harassment? In answering the questions, the students should keep in mind the three main ways sexual harassment can be proved, as well as the steps the employee should take in alerting management. Working individually or in groups, discuss how you would set up an affirmative action program.

It is important that students reach a decision of whether to use the good faith effort strategy or the quota strategy. Most experts would suggest the good faith effort strategy is the most legally acceptable approach. The following list of six actions should be demonstrated in the student plans: Compare and contrast the issues presented in Bakke with more recent court rulings on affirmative action.

Working individually or in groups, discuss the current direction of affirmative action. The basic questions addressed in Bakke focused on when preferential treatment becomes discrimination and under what circumstances discrimination will be temporarily permitted. Neither question was fully answered.

Subsequent cases have continued to address these issues and clarify more specifically the scope and intent of affirmative action.

For example, in the Paradise case, the court ruled that the courts can impose racial quotas to address the most serious cases of racial discrimination.

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In Johnson, the court ruled that the public and private employers may voluntarily adopt hiring and promotion goals to benefit minorities and women. The Johnson ruling may limit claims of reverse discrimination by white males. The EEOC can either accept the charge or refer it to the state or local agency. After it has been filed, the EEOC has 10 days to serve notice on the employer, and then investigate the charge to determine whether there is reasonable cause to believe it is true within days.

If the EEOC finds reasonable cause for the charge, it must attempt conciliation. If conciliation is not satisfactory, the EEOC can bring a civil suit in federal district court, or issue a Notice of Right to Sue to the person who filed the charge. If the EEOC is unable to obtain an acceptable conciliation agreement, it may sue the employer in federal district court. Explain the difference between affirmative action and equal employment opportunity? Equal employment opportunity aims to ensure that anyone, regardless of race, color, sex, religion, national origin, or age has an equal chance for a job based on his or her qualifications.

Affirmative action requires the employer to make an extra effort to hire and promote those in protected groups and includes specific actions designed to eliminate the present effects of past discrimination.

Assume you are the manager in a small restaurant; you are responsible for hiring employees, supervising them, and recommending them for promotion. Workings individually or in groups, compile a list of potentially discriminatory management practices you should avoid.

Acceptable answers include the following: Ensure that recruitment practices are non-discriminatory, and avoid word-of-mouth dissemination of information about job opportunities when the workforce is substantially white, or all members of some other class. Avoid giving false or misleading information to members of any group or failing to advise them of work opportunities. Avoid advertising classifications that specify gender or age unless it is a bona fide occupational qualification for the job.

Do not deny a job to a disabled individual if the person is qualified and able to perform the essential functions of the job. Make reasonable accommodations for candidates that are otherwise qualified but unable to perform an essential function unless doing so would result in a hardship.

Apply tests and performance standards uniformly to all employees and job candidates. Avoid tests if they disproportionately screen out minorities or women and are not job related. Do not give preference to relatives of current employees if your current employees are substantially non-minority. Equal Opportunity and the Law Do not establish requirements for physical characteristics unless you can show they are job related.

Review job application forms, interview procedures, and job descriptions for illegal questions and statements. Do not ask applicants whether they have ever been arrested or spent time in jail. However, you can ask about conviction records.

In groups of four or five students, do four things; 1 review appendix A; 2 identify the material in this chapter that relates to the required knowledge the appendix lists; 3 write four multiple choice exam questions on this material that you believe would be suitable for inclusion in the HRCI exam; and 4 if time permits, have someone from your team post your team's questions in front of the class, so that students in all teams can answer the exam questions created by the other teams.

Experiential Exercise: The purpose of this exercise is to provide practice in analyzing and applying knowledge of equal opportunity legislation to a real problem. Required Understanding: Be thoroughly familiar with the material presented in this chapter. Based on what you read in this chapter, on what legal basis could the year-old California attorney claim he was a victim of discrimination? On what laws and legal concepts did the employer apparently base its termination of this year-old attorney?

Based on what laws or legal concepts could you take the position that it is legal to fire someone for poor performance even though there may be a discriminatory aspect to the termination? This is not to say that there necessarily was such a discriminatory aspect with this case. Equal Opportunity and the Law If you were the judge called on to make a decision on this case, what would your decision be, and why?

Video Title: A former HR director for UPS, now the president of the virtual HR director, give some perspective on what diversity means, and what its value can be to a company. Employees of a wide variety of backgrounds are intrinsically valuable to a company in the varied perspectives that they bring to the table, and can help a company find creative solutions to new problems that it has not encountered before. What kinds of things does Gary Wheeler think a diverse workforce can contribute to a company?

What typical avenues are open to an employee who feels he or she is being harassed, in order to make sure it is dealt with properly? What does Gary Wheeler report is most often the basis of reported claims of harassment, and how are these cases dealt with? What else would you do to deal with employees who are hostile to the idea of diversity?

To what extent do you believe that harassment, such as sexual harassment, is usually primarily a communications problem? In this video, Mr. Wheeler focuses mostly on diversity and on sexual harassment. Discuss five other aspects of the equal employment opportunity at work that are also important Application Case: Do you think Ms. Browne Sanders had the basis for a sexual harassment suit? It does appear that Ms. Browne Sanders had the basis for a sexual harassment suit.

The timing of her termination should raise serious concerns because Madison Square Garden terminated her employment only one month after she complained to top management about the harassment.

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The Garden also did not present credible witnesses to corroborate the reason for the decision. From what you know of this case, do you think the jury arrived at the correct decision? If not, why not?

If so, why?