1、Equal Opportunity and Diversity, HRM Strategy and Analysis .auEqual Employment Opportunity Textbook concentrates on EEO within the USA.Sexual Harassment - defined by EEOC guidelines as e sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nat

2、ure. Three types of sexual harassment:Quid Pro QuoHostile Environment Created by SupervisorsHostile Environment Created by Coworkers or NonemployeesIn general, hostile environment sexual harassment means that intimidation, insults, and ridicule are sufficiently severe to alter working conditions. bu

3、.auBona Fide Occupational Qualification (BFOQ)Age ReligionGenderNational originIt should not be an unlawful employment practice if religion, sex, or national origin is a bona fide occupational qualification (BFOQ) reasonably necessary to the normal operation of that business. Age may b

4、e a BFOQ for an actor required to play a youthful or elderly part. Religion may also be a BFOQ if a religious organization requires its employees to share their religion. Gender may be a BFOQ for a female model required to model female clothing in a fashion show. And, national origin may be a BFOQ f

5、or an employee working in a Chinese pavilion at a .auConsider EEO in ChinaIn 1990, China signed the International Labor Organization (ILO) Convention for Equal Remuneration for Equal Work. December 2006 China ratified the ILO Convention on Employment & Occupational Discriminatio

6、n 2007 China passed the Employment Promotion Law and the Labor Contract L.auD.auHaving a mixture of people with different group identities in the same social .auWhat is Diversity .auBasic form: the variety of a

7、ge, gender, race and cultural differences in the workplace(Nankervis et al 2008 p.173)In reality:a strategy to create opportunities to attract the brightest talent from the entire human resource pool and then to develop and retain that talent in order to maintain a competitive position in the market

8、(Nankervis et al 2008 p.173)What is diversity managementDiversity management is:offering mentoring, coaching, family/employee friendly policies, alternative work arrangementsThese are functional and structural changes that are instituted to recruit and retain minorities and women into the organizati

9、onFrom Sabharwal (2014, p. 197).auUnderpinning theoriesSocial Identity theory:Groups that individuals belong to are a source of self-esteem. Belonging to a group provides social identity and a sense of fitting it. We normally divide the world into “them” and “us” in an effort to crea

10、te distinct out-groups and in-groups. The in-groups discriminates against the out-group to enhance self-image. Employee perception is thus on an inclusion-exclusion continuum in which individuals are part of an organizational system where they are involved in both formal and informal decision-making

11、This theory explains why diversity in organisations is difficult to achieve, particularly when there is an established dominant culture to begin withBut inclusion can be enhanced when employees feel part of the formal and informal decision-making prcesses of the organisation.From Sabharwal (2014, p.

12、 198).auUnderpinning theoriesSocial comparison theory:Assumes that individuals have a need to compare their own opinions and abilities with that of others. Individuals normally compare themselves with those they think are similar in an attempt to maintain a positive self-image.This c

13、onstant comparison creates perceptions of inclusion and exclusion based on the social interactions that individuals engage in. seeks to strike a balance between the need to find similarities with others while maintaining a unique identity. To fulfill a basic need of belonging, individuals seek inclu

14、sion to a group where they are accepted and made to feel secure.This theory suggests that inclusion can be enhanced when employees feel accepted and are made to feel secure.In combintation, these theories explain why a person may be friends with people from diverse backgrounds, but may also harbour

15、prejudices against the broader group. From Sabharwal (2014, p. 198).auUnderpinning theoriesOrganisational Inclusive BehaviorsDrawing from the above theories:a) Commitment from top leadership to foster inclusionb) Ability of employees to influence organizational decisions, andc) fair/

16、equitable treatment from managementOrganisational inclusive behaviors exists when organisations have a commitment to include diverse peoples in authentic ways within their organisation.#1) There is a general belief that organisations which adopt inclusive behaviours perform better but this is proble

17、matic (we will get to why soon).#2) It is relatively easy to instate inclusive policies, but it can be quite difficult to put these into practiceFrom Sabharwal (2014, p. 199).auWhy is diversity a .auWhy is diversity Management a trend?Demograph

18、ic changes in the global societyHumanism, liberty, equality: increasingly entrenched in policy (but gaps in implementation)Innovation generated through diverse ideas: economic argument for diversity (but inconsistent supporting evidence)Diversity ManagementChanging demographicsHumanistic trends in s

19、ociety (and policy)Economic argument for .auWhat does diversity management look like in Organisations? How can it be achieved?Workplace policies that acknowledge equal and fair opportunities for all employeesActions and programs that work to advance employees from diverse ba

20、ckgrounds, including:Mentoring programs, and career advancement programs for women, Indigenous peoples, and people from diverse backgroundsFlexible work arrangements, and leave options for employees from diverse backgroundsAttraction strategies that prioritize employing women and people from diverse

21、 backgroundsWorkplace harassment and anti-bullying policies that inhibit prejudice against people; and encourage workplace .auIs diversity management reverse discrimination?From a privileged perspective, one might perceive that diversity management and inclusion actions in wor

22、kplaces disadvantage white, middle-aged menThis argument is often touted, and debate still rages. However, argued on the basis of evidence despite 50 years of concerted efforts in organisations to enhance representation of diverse peoples. We still arent even close!Generational change is required to

23、 break down the existing prejudices in organisations, and this will likely take a lot longer to instate. To justify diversity management, one also needs to acknowledge that people from diverse backgrounds have been held back in the past, and require investment and support to alliviate the effects of

24、 this (affirmative action).auThe ethics of diversityThe two dominant schools of ethical reasoning/philosophy are Consequentialism and Non-Consequentialism.Consequentialism argues that an action is justified on the basis of its e. i.e. the end justifies the means.Non-consequentialism

25、argues that the e of a corrupt action, whether ultimately positive or not, is not justifiable. Conversely, non-consequentialists argue that an action can be justified on the basis that the process undertaken to deliver the e were appropriate, fair and right.When arguing diversity, both consequential

26、ist and non-consequentialist arguments can be .auArgumentConsequentialism Non-ConsequentialismIs diversity management an appropriate policy to instate in organisations?Organisations that can successfully include more people are likely to benefit from the innovation created thr

27、ough diverse ideas, and may perform better over timePeople from diverse backgrounds deserve equal access to opportunities, and diversity management facilitates thisDiversity management allows people from diverse backgrounds to achieve social mobility, and this reduces poverty in the long termOrganis

28、ations that adopt a diversity management strategy may be labeled as an employee of choice, and improve its perception in the publics eyesAnything else?.auDiversity in ChinaWhat are the diversity issues in China? Are they based around race? Geography? Other factors?What are the divers

29、ity issues for Chinese working in foreign owned firms? What do foreigners need to understand?What are the challenges for Chinese owned MNCs working in foreign places?.auReadingsDessler, G. (2014). Fundamentals of Human Resource Management, 3rd edition, Prentice Hall Chapter 2.Farndal

30、e, E. Biron, M., Briscoe, D., Raghuram, S. (2015). A global perspective on diversity and inclusion in work organisations. The international Journal of Human Resource Management, 26(6): 677-687. Sabharwal, M. (2014). Is Diversity Management Sufficient? Organizational Inclusion to Further Performance.

31、 Public Personnel Management, 34(2): 197-217..auReview questionsWhat is BFOQ?What is Diversity and Diversity Management?3 underpinning theoriesWhy is diversity a trend?What does diversity look like? how can it be achieved?Why adopt diversity as an approach?Consequentialist argumentsN

32、on-consequentialist .auHRM Strategy and Analysis .auWhat is strategy?Strategy is a plan that integrates an organisations vision, mission, goals and objectives and determines how resources will be used.Tuss et al (2012, p.45)Strategic Planni

33、ng and managementA strategic plan is the companys overall plan for how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage. The strategic planner asks, “Where are we now as a business, where do we want to be, and ho

34、w should we get there?”Strategic management is the process of identifying and executing the organizations strategic plan, by matching the companys capabilities with the demands of its .auStrategic Mgt Process: Top-D.auTypes of StrategiesCorporate strate

35、gyConcentrationDiversification Vertical integrationConsolidationGeographicCompetitive strategyCost leadership DifferentiationFocus Functional .auWhat is strategic HRMStrategic HRM emphasizes the close alignment between organisational and HRM strategies, processes, functions a

36、nd esStrategic HRM is like HRM2.0 it is about developing a HRM landscape that is geared towards achieving and supporting the organisations mission, vision and goals. You can think of it as Organisational Strategy as it applies to HRM.auHow does HRM impact on organi

37、sational performance?True or false, companies that have formal HRM systems out-perform those that do not?There is marginal support for this proposition (Boselie et al, 2005), but research suggests that it isnt simply having HRM systems that leads to performance; it is how these systems are shaped against the organisations aims. i.e. There is not strong support for this the truth is more complexThe truth is more strategicHRM Causal Model (iterative)Strat. HRM where Org. Strat informs HRM A.auStrategic Human Resource Management T.au