Essay on Elisabeta Olah Kocsis Tangelwood Case 5

The review of Chern’s Flagship Store and analyzing its full-time sales associates hiring data for evidence of adverse impact, “a substantially different rate of selection in employment decisions that adversely affects a protected group, protected groups under title VII of Civil Right Act include race, color, religion, sex, national origin, age discrimination, and the American with Disabilities Act (Phillips, Gulley, 2015). This evaluation described by, Section 4D of the Uniform Guidelines states that “a selection rate for any race, sex, or ethnic group which is less than 4/5ths (or 80%) of the rate for the group with the highest rate will generally be regarded by the

As previously stated, there is a need for improvement in the area of recruiting and selection specifically with diversity. Therefore, there is a process to increase diversity within the recruitment and selection process.

The process of establishing if an action/policy is discriminatory can be very challenging. However, a number of theories seek to differentiate actions that constitute discrimination and those that do not. Disparate treatment Theory is amongst the most commonly used theories that have been used to ascertain whether an act or policy amounts to discrimination or not. The theory argues that one is subject to discrimination if they are treated less favorably than others are in similar situations (Bent, 2011).

Disparate impact is neutral employment practices or procedures that often unintentionally, result in unequal treatment.

This writer understood disparate impact as an unfair, biased, or discriminatory decision that is made by an employer towards and employee or perspective job applicant on the basis of personal opinion or ideologies.

Disparate treatment is the unlawful treatment of individuals that violates Title VII rights. The Different treatment of a plaintiff relies on direct, comparative, and circumstantial evidence to meet their burden of persuasion (Roberts, 2010). When individuals complain, they have been treated differently due to their protected class. They are claiming the organization has discriminated against them. For instance, this employee may state the firm only hires males at this facility. Upon investigation, the employer learns that the ratio of workers who are men is greater than women. At this point, the company may explain why the reason for hiring males is higher since women cannot perform these tasks as it may affect their well-being. Nevertheless,

5. Is disparate impact theory applicable to downsizing decisions? If so, create some data that would illustrate the use of this theory of discrimination.

The selection rates of each category (white, non-white, etc…) are indicated in the column corresponding to whether the employees were hired from outside the organization (external) or promoted from within (internal). In order to calculate the four-fifth’s rule, it is necessary to examine these percentages. The first step is to divide the selection ratio of the minority group by the selection ratio of the majority group. For example, in order examine the four-fifth’s rule in regards to African American employees hired externally in the Shift Leader position, divide that selection ratio (5.88%) by the selection ratio of white employees hired externally to the same position (16.31%).

The Disparate treatment is a unique discrimination practice that is forbidden by the United States labor law. The disparate treatment implies a prejudiced conduct towards an individual because they belong to a protected class that is under the Title VII of the Civil Rights Act (Primus, 2010). This differs with the disparate impact; it is under the circumstances that the organization implements nonaligned rules that treat everybody similarly in form. However, they prove to be a bit disadvantageous to the individuals in the protected classes (Schneider, 2010).

c. In businesses, the employers need to hire the best employees for the job. These employees are found through their credentials and skills, or at least they should be. If companies choose people based on color, race, sex, national origin, etc.; the company is violating the Equal Employment Opportunity Commission and Title VII of the Civil Rights Act. Both these prohibit the discrimination of color, race, sex, national origin, etc. If the company can demonstrate that they chose their people based on skill, then that is fine. However, if they did discriminate based

In the article Diversity in the Workplace, written by Kenneth Jost published on October 10th 1997, reads about the changes job settings face because diversity is being encouraged. The statistics, in this article, prove that there was more white males employed than other genders and races, but this issue is decreasing over the years because of diversity awareness. Later, the article spoke about affirmative action, and diversity training being created to help minorities receive equal employment opportunities. Also, affirmative action was created to help minorities with college and university admissions. The visible change lead white males to feel threatened that their jobs were being taken. 56 percent of white males believed these programs that

This report identifies and assess factors that affect an organisations approach to both attracting talent and recruitment and selection. It also identifies and explains benefits of attracting and retaining a diverse workforce, describes methods of recruitment and methods of selection.

According to unit four, Hememan, Judge, and Kammeyer-Mueller applicant flow and applicant stock measures the percentage of applicants hired and the percentage employed (2012). Applicant flow refers to the relative proportion of groups that apply to a specific company. How many of each group is hired vs. how many apply to the company. Applicant survey refers to the proportion of groups that exist demographically. How many of each group exists vs. how many have been hired within an organization. Both statistics provide an indication of possibly discriminatory hiring processes, but the applicant flow provides much stronger evidence. While certain groups may be less represented within an organization, as shown in applicant survey, actually hiring

Harvard Business Review September, 1996 / October, 1996 HEADLINE: MAKING DIFFERENCES MATTER: A NEW PARADIGM FOR MANAGING DIVERSITY BYLINE: by David A. Thomas and Robin J. Ely; David A. Thomas is an associate professor at the Harvard Business School in Boston, Massachusetts. Robin J. Ely is an associate professor at Columbia University 's School of International and Public Affairs in New York City. Their research and teaching focus on the influence of race, gender, and ethnicity on career dynamics and organizational effectiveness. ABSTRACT: MAKING DIFFERENCES MATTER: A NEW PARADIGM FOR MANAGING DIVERSITY DAVID A. THOMAS and ROBIN J. ELY Diversity efforts in the workplace have been undertaken with great goodwill, but, ironically, they often

One of the most crucial elements of a successful or productive organization is an effective employee selection process. The significance of this process emanates from the fact that how workers carry out their jobs plays a crucial role in determining the level and extent of success of an organization. Due to the significance of an employee selection process, organizations draw candidates for open positions from the labor market. Actually, top-performing or successful organizations draw candidates from approximately 60 percent of the labor market. This trend includes sourcing for passive candidates who would prefer to remain contented with their present job. Moreover, organizations will relatively low or poor performance draws candidates from nearly 40 percent of the labor market and active workforce. An example of a top-performing organization that draws candidates from the labor market is Wal-Mart. The labor market plays a crucial role in employee selection with regards to having a population with the necessary qualifications for working in various organizations.