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GARY DESSLER HUMAN RESOURCE MANAGEMENT 13TH EDITION PDF

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Before presenting the review of 14th edition of this book let us see what HRM is. Human Resource Management Gary Dessler 14th edition pdf. Human Resource . Before presenting the review of 14th edition of this book let us see what HRM is. Human Resource Management Gary Dessler 14th edition pdf. Authoritative and. edition quiz, human resource management 13th edition gary dessler pdf, human resource management 13th edition mathis download ebooks.


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Dessler, Gary. Human resource management/Gary Dessler. 13th ed. p. cm. Includes bibliographical references and index. ISBN HUMAN THIRTEENTH EDITION RESOURCE MANAGEMENT GARY DESSLER Data Dessler, Gary Human resource management/Gary Dessler. 13th 71 emplaborpdf, accessed October 20, resource management who are . Human Resource Management 13th edition By Gary Dessler Aspects of Human Resource Management 6 in equal employment compliance, retaliation, job.

Explain the importance of and list the basic features of Title VII of the Civil Rights Act and at least five other equal employment laws. Explain how to avoid and deal with accusations of sexual harassment at work. Define adverse impact and explain how it is proved. Explain and illustrate two defenses you can use in the event of discriminatory practice allegations. Cite specific discriminatory personnel management practices in recruitment, selection, promotion, transfer, layoffs, and benefits. List the steps in the EEOC enforcement process. Discuss why diversity management is important and how to institutionalize a diversity management program.

Decide whether to move to compel arbitration of the claim. Consider inserting a mandatory arbitration clause in the employment application or employee handbook.

Hm... Are You a Human?

To protect against appeal, institute steps to protect against arbitrator bias; allow the arbitrator to afford a claimant broad relief, and allow for a reasonable amount of fact-finding. Benefits include increased employee commitment and satisfaction. One diversity expert concluded that five sets of voluntary organizational activities are at the heart of any diversity management program: Encouraging Inclusiveness — Overcoming barriers to inclusion is essential for managing diversity.

Developing a Multi-Cultural Consciousness — Developing a diversity consciousness includes: Affirmative action goes beyond equal employment opportunity by requiring the employer to make an extra effort to recruit, hire, promote, and compensate those in protected groups to eliminate the present effects of past discrimination.

Implementing the Affirmative Action Program — Executive Order requires that a numerical analysis of the workforce be conducted, and that barriers to equal employment be eliminated through a good faith effort strategy.

It is vital that current employees see this program as fair. This is accomplished through good communication, program justification, and transparent selection procedures.

These are the steps in an affirmative action program: Issue a written equal employment policy. Appoint a top official with responsibility and authority to direct and implement the program.

Publicize the equal employment policy and affirmative action commitment. Survey present minority and female employment by department and job classification to determine locations where affirmative action programs are especially desirable. Carefully analyze employer HR practices to identify and eliminate hidden barriers.

Develop and implement specific programs to achieve these goals the heart of the plan and improve utilization of females and minorities.

Use focused recruitment to find qualified applicants from the target group s. Establish an internal audit and reporting system. Develop support for the program both internally and externally. Reverse Discrimination — The courts have been grappling with the use of quotas in hiring, and particularly with claims by white males of reverse discrimination.

Many cases addressed these issues, but no consistent answer has emerged. An explanation of these EEO laws can be found in Table Communication Skills; Learning Outcome: What important precedents were set by the Griggs v.

Duke Power Company case? The Albemarle Paper Co.

Resource management 13th pdf gary dessler human edition

For the Griggs v. Duke Power Company case, the case Formatted: Italic was heard by the Supreme Court. 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 For the Albemarle Paper Co. Italic Moody, the Supreme Court ruled that the validity of job tests must be documented and that employee performance standards must be unambiguous. Summarize the nature and effects of equal employment opportunity laws 3. What is adverse impact? How can it be proved?

Adverse impact is Tthe overall impact of Formatted: Not Bold 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: Italic procedures did have an adverse impact on a protected minority group.

This is done by one of four basic approaches: Summarize the nature and effects of equal employment opportunity laws 4. What is sexual harassment? How can an employee prove sexual harassment? An employee can prove sexual harassment in three main ways: Summarize the nature and effects of equal employment opportunity laws 5.

What are the two main defenses you can use in the event of a discriminatory practice allegation, and what exactly do they involve? The two main defenses you can use in the event of a discriminatory practice allegation are bona fide occupational qualification BFOQ and business necessity.

Business necessity is a justification for an otherwise discriminatory employment practice, provided there is an overriding legitimate business purpose. Summarize the nature and effects of equal employment opportunity laws 6. What is the difference between disparate treatment and disparate impact? 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.

Analytic Skills; Learning Outcome: Summarize the nature and effects of equal employment opportunity laws 2. 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: Multicultural and diversity understanding; Learning Outcome: 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. 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. Reflective Thinking Skills; Learning Outcome: The EEOC can either accept the chargeit 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 a conciliationconciliation. If conciliation is not satisfactory, the EEOCit 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.

Resource gary dessler edition 13th human pdf management

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. Working individually or in groups, compile a list of potentially discriminatory management practices you should avoid. Multicultural and diversity thinking; Learning Outcome: Summarize the nature and effects of equal employment opportunity laws Acceptable answers include the following: Ensure that recruitment practices are non-discriminatory, and avoid avoiding 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 fail or refuse 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.

dessler hrm pdf notes

Make reasonable accommodations for candidates that are otherwise qualified but unable to perform an essential function unless doing so would result in a hardship. This best-selling HRM text is designed with authoritative and current Note: You are downloading a standalone product; MyManagementLab does not Illustrate the human resources responsibilities of line and staff HR managers.

Sheet Music. According to Dessler the policies and practices involved in carrying out the Share this page. Human Resource Management, 13th Edition. View larger As a note, the book format needs to improve especially the Table of Contents Schuler observes: "HRM is about managing people in an organisation as Dessler on the other hand refers to human resource management as "the It links together the organization's HRM and strategic goals and objectives.

Dessler , 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. In Johnson, the court ruled that the public and private employers may voluntarily adopt hiring and promotion goals to benefit minorities and women.

Human Resources Management, 13th Ed.

The Johnson ruling may limit claims of reverse discrimination by white males. The EEOC can either accept the chargeit 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 a conciliationconciliation.

If conciliation is not satisfactory, the EEOCit 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. Working individually or in groups, compile a list of potentially discriminatory management practices you should avoid.

Avoid giving false or misleading information to members of any group or failing to fail or refuse 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.

Pdf edition dessler gary resource management 13th human

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. 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. Divide the class into groups of three to five students. Each group should develop answers to the following questions: a. 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?

Clearly, age discrimination is one of the claims. The ADEA made it unlawful to discriminate against employees who are over Disability discrimination is another potential claim if the claimant relates substandard performance to a disability. On what laws and legal concepts did the employer apparently base its termination of this year-old attorney?

Under the legal concept of management rights, employers have the right to hire, promote, assign, discipline, and discharge employees. The employer in this case has based its termination on job performance, with documentation of complaints from association members about his advice, subsequent complaints over a two year period from association members, and he was fired for mistreating members and providing inadequate legal advice.

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 which is not say that there necessarily was such a discriminatory aspect with this case. Commented [ey9]: Confusing A person who feels he was discriminated against must prove either that he was subjected to unlawful disparate treatment intentional discrimination or that the procedure in question has a disparate impact unintentional discrimination upon members of his protected class in this case, age.

The employer here has provided evidence that its decision to terminate was based on legitimate nondiscriminatory reasons documented job performance issues which have nothing to do with the prohibited discrimination alleged. This is a basic defense that is accepted by the courts, and in fact, was accepted in this case.

Human Resources Management, 13th Ed. - PDF Drive

If you were the judge called on to make a decision on this case, what would your decision be, and why? Most students will probably come to the same conclusion as the judge in this case, which is that the Association fired the 61 year old lawyer because of performance.

All questions in this case: LO 2. Do you think Ms. Browne Sanders had the basis for a sexual harassment suit? It does appear thate MsMs. Browne Sanders had the basis for a sexual harassment suit. The timing of her termination should raise serious concerns because is quite suspect. Given that Madison Square Garden terminated her employment only one month after she complained to top management about the harassment.

The Garden also did not present credible witnesses to corroborate the reason for their decision. From what you know of this case, do you think the jury arrived at the correct decision? If not, why not? The jury did arrive at the appropriate decision given the facts that were presented in this case. The Garden had a responsibility to demonstrate concrete reasons for their termination decision. It does not appear that any specific reasons were shared with the jury.

Based on the few facts provided, that you have, what steps could Garden management have taken to protect the organization itself from liability in this matter?

A number of steps could be taken.

First, the Garden should have conducted a thorough investigation and documented the results in a written report. Second, the Garden supplied a very generalized response for the termination.

Before terminating an employee for performance, an organization should demonstrate that a number of actions were taken to coach and counsel the employee before termination. Student answers will vary but look for answers that incorporate concepts from the chapter and take into account the seriousness of addressing this issue in the future.

Opinions will vary but make sure students are understandingunderstand the bigger issues surrounding this. Employers can be accused of discriminatory practices at any time. In this case, female applicants were being asked questions about childcare that males were not being asked; minority applicants were being asked questions about arrest records and credit histories that non-minorities were not.

How should Jennifer and her company address the sexual harassment charges and problems? In addition, the company should develop a strong policy statement and conduct training with all managers.

How should she and her company address the possible problems of age discrimination? If there are significant differences, then adjustments should be made to the pay system in order to rectify the problem.

Given the fact that each of its stores has only a handful of employees, is her company in fact covered by equal rights legislation? All employees including part-time and temporary workers,workers are counted for purposes of determining whether an employer has a sufficient number of employees.

State and local laws prohibit discrimination in most cases where federal legislation does not apply. And finally, aside from the specific problems, what other personnel management matters application forms, training, and so on have to be reviewed given the need to bring them into compliance with equal rights laws? Develop an employee handbook which contains policy statements about equal employment opportunity, sexual harassment, and other issues.

Develop and implement a complaint procedure and establish a management response system that includes an immediate reaction and investigation by senior management. OFCCP This office is responsible for implementing the executive orders and ensuring compliance of federal contractors. Equal Pay Act of The act requiring equal pay for equal work, regardless of sex.