Gary dessler human resource management 13th edition pdf


 

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.

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Gary Dessler Human Resource Management 13th Edition Pdf

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.

Skip to main content. 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.

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.

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?

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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.

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. Age Discrimination in The act prohibiting arbitrary age discrimination Employment Act of and specifically protecting individuals over 40 years old.

Act of The act requiring certain federal contractors to take affirmative action for disabled persons. T; thus, the burden is once again on employers to show that the practice such as a test is required as a business necessity.

Supreme Court decision in Desert Palace Inc. Costa, where the court decided that the plaintiff did not have to provide evidence of explicitly discriminatory conduct, but could provide circumstantial evidence. The American with Disabilities Act requires employers to make reasonable accommodations for disabled employees, and it prohibits discrimination against disabled persons. Commented [ey1]: Should this be one of the numbers underneath?

These changes will make it easier for employees to show their disabilities are limiting. Specifically, it prohibits the intentional acquisition of genetic information about applicants and employees, and imposes strict confidentiality requirements. State and local equal employment opportunities agencies play a role in the equal employment compliance process.

Sexual Harassment 1. What is Sexual Harassment? It includes unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature that takes place under any of the following conditions: a.

Human resource management 13th edition download download

Proving Sexual Harassment: There are 3 main ways an employee can prove sexual harassment: a. 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. Commented [ey2]: confusing c. Hostile Environment Created by Coworkers or Non-employees - An employer is liable for the sexually harassing acts of its employees and in some cases, customers, if the employer knew or should have known of the harassing conduct.

Supreme Court Decisions a. A tangible job action is not necessary in a quid pro quo case. Employees must take advantage of any preventative or corrective opportunities provided by the employer. These are discussed. Commented [ey3]: where? What the Employee Can Do a. If the letters and appeals to the employer do not suffice, the accuser should turn to the local office of the EEOC to file the necessary claim.

Defenses Against Discrimination Allegations A.

dessler hrm pdf notes

The Central Role of Adverse Impact — Employers may not institute an employment practice that causes a disparate impact on a particular class of people unless they can show that the practice is job related and necessary.

How can Someone Show Adverse Impact?

There are four basic approaches discussed. These disparate rejection rates can be demonstrated when there is a discrepancy between rates of rejection of members of a protected group and of others. The sStandard dDeviation Rrule — Hhelps to describe how wide a range there is between the number of minority candidates one would have expected to hire and the number actually hired.

Population cComparisons is an approach that compares 1 the percentage of the protected group and white workers in the organization with 2 the percentage of the corresponding groups in the labor market, where the labor market is usually defined as the U.

Census data for the Standard Metropolitan Statistical Area. Bona Fide Occupational Qualification BFOQ — is a defense used to justify an employment practice that may have an adverse impact on members of a protected class.

This is ever more narrowly interpreted by courts. There is a narrowing of exceptions for BFOQ. Commented [ey6]: Unclear meaning 2. Religion as a BFOQ — is justified in the case of religious organizations or societies that require employees to share their particular religion. Gender as a BFOQ is allowed for positions requiring specific physical characteristics necessarily possessed by one sex. Business nNecessity — is a defense created by the courts that, which requires an employer to show an overriding business purpose for the discriminatory practice and that the practice is therefore acceptable.

Human Resource Management, 13th Edition

Other Considerations in Discriminatory Practice Defenses: 1 good intentions are no excuse; 2 employers cannot count on hiding behind collective bargaining agreements, and 3 employers can react to a charge by agreeing to eliminate the illegal practice and when required by compensating the individuals discriminated against.

Illustrative Discriminatory Employment Practices A. Rather, the impact of the questions is what courts assess in making determinations about discriminatory practices. Care should be taken in devising employment practices and in training recruiters. Recruitment - If the workforce is not truly diverse, relying on word of mouth to spread information about job openings can reduce the likelihood of all protected groups having equal access to job openings.

It is unlawful to give false or misleading job information. Help wanted ads should be screened for potential age and gender bias. Selection Standards - Educational requirements and tests that are not job related, or which result in adverse impact, can be found to be illegal.

Showing preference to relatives may also contribute to a lack of racial diversity. Application forms should not contain questions which may allow potentially discriminatory information to be gathered. Discharge due to garnishment may result in adverse impact to minority groups. Sample Discriminatory Promotion, Transfer, and Layoff Practices — Fair employment laws protect not just job applicants but also current employees. In some cases, the courts have agreed.

Hm... Are You a Human?

What the Supervisor Should Keep in Mind — Learn Understand the questions you can and cannot ask when interviewing applicants, and know what constitutes sexual harassment, and understand how equal opportunity laws affects all your human resources decisions, including those relating to appraisal, compensation, promotions, disciplinary procedures, and employee dismissals.

File Charge — Under CRA , the charge generally must be timely filed in writing and under oath by or on behalf of the person claiming to be aggrieved, or by a member of the EEOC who has reasonable cause to believe that a violation occurred. An informal fact finding conference is held early in the investigation to see if negotiation is possible.

The emphasis is on settlement. If the EEOC finds reasonable cause for the charge, it must attempt conciliation. Notice to Sue - If the EEOC is unable to obtain an acceptable conciliation agreement, it may sue the employer in federal district court or issue a Notice of Right to Sue to the person who filed the charge. Voluntary Mediation - A neutral third party may aid the parties in reaching voluntary resolution. The EEOC will ask the employer to participate if the claimant agrees to mediation.

Employer options include mediating the charge, making a settlement offer, or preparing a position statement for the EEOC.

Mandatory Arbitration of Discrimination Claims - As many courts come to view compulsory arbitration as an acceptable alternative to litigation, the following are suggestions to employers: a.

Review all employment discrimination suits filed to determine whether they involve an employee subject to any type of arbitration agreement. Decide whether to move to compel arbitration of the claim. Consider inserting a mandatory arbitration clause in the employment application or employee handbook. 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: 1 provide strong leadership; 2 assess the situation; 3 provide diversity training and education; 4 change culture and management systems; 5 evaluate the diversity management program.

Encouraging Inclusiveness — Overcoming barriers to inclusion is essential for managing diversity.

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: 1. Issue a written equal employment policy. 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.

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. 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. Age Discrimination in The act prohibiting arbitrary age discrimination Employment Act of and specifically protecting individuals over 40 years old. Act of The act requiring certain federal contractors to take affirmative action for disabled persons.

Civil Rights Act of This act places the burden of proof back on employers and CRA permits compensatory and punitive damages. Americans with The act requiring employers to make reasonable accommodation Disabilities Act ADA for disabled employees.

It prohibits discrimination against disabled persons. Federal Violence Against Provides that a person who commits a crime of violence Women Act of motivated by gender shall be liable to the party injured.

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