Tanglewood Case 5: Disparate Impact Analysis Essay

Burns, C., & Kerby, S. (2012, July 12). The top 10 economic facts of diversity in the workplace. Center for American Progress,

This chapter go into how racism can have negative effect your job search workplace, career and even your earnings. It discuss how mental health influences things on the job, such as the turnover rate.

This proposal will explore two significant issues Black women face in the work place. The first issue involves African American women being less likely to be considered for promotions, in comparison to Caucasian women. The second issue involves African American women receiving less pay than Caucasian women. The theoretical perspective that best understand why these issues exist is the social conflict theory. This theory explains that groups, such as social classes, gender, or race, compete for limited resources, as

Tanglewood recently received a complaint filed against them by an African-American employee for discrimination. The complaint file states that an African-American shift leader in Stockman is repeatedly passed over for promotion despite positive performance appraisal (Kammeyer-Mueller, 2012, p. 34). The attorneys of this associate is now contacting other minority associates of Tanglewood to form a class action lawsuit. It is important for the Tanglewood association to determine if there is discrimination within the organization. To determine if there is discrimination in the organization, an analysis of disparate impact is required by completing a flow statistics and a concentration rate of all job categories,

Mr. Dunlap successfully established a prima facie case of disparate treatment by meeting the above 3 provisions; (1) he was African-American; (2) he was qualified for the position sought; and (3) white applicants with less experience were hired for 9 of the 10 open jobs. TVA attempted to rebut his claim by offering the selection matrix used during his interview as evidence to prove that he didn’t rank as one of the top 10 applicants due to his interview scores. However, Mr. Dunlap was able to refute TVA’s claim by demonstrating that his matrix score was manipulated to keep him out of top 10, thus proving it was merely a

The 4/5 ratio shows that there is evidence that points disparate impact discrimination in the Tanglewood organization for most job categories. There are a few job categories that hit the 80% of the 4/5 rule. The store associate white to non-white and white to African-American comparison computed in the 90% ratio. The internal shift leader white to non-white computed at 79%, the internal and external department manager white to nonwhite both ranked above 80%, and the internal assistant store manager white to African-American ranked at 89%. All other job categories fell well below the 80%. The worst category was store manager internal and external white to African-American. Both of these comparisons showed 0% of African-Americans have been hired for a store manager position. The lack of diversity in the upper management will cause legal issues for Tanglewood.

The topic of minorities in the workforce and how the struggle to accomplish equal treatment in today’s workforce is nothing new to our society. For centuries we have been concerned that by bringing together our different backgrounds, skills, and experiences, as well as the many businesses of this great

Within the upper echelons of upper management is scant room for African American women. This mini-proposal outlines a research project that focuses on the phenomena of the nominal amount of African American women are in positions of management or organizational leadership within the City of Philadelphia.

Many organizations are beginning to view diversity as an organizational change. This could possibly mean changes in the power dynamics and organizational structure, the way decisions are made, and the way an

The case study about the solution for adverse impact is about a federal government agency that had to deal with complaints from job applicants regarding its selection procedure. The specialists in the agency did not pay attention to the discrimination of minorities and gender applicants in previous recruitment process. Bob Santos who is a specialist in the staffing division of the agency knew it was time to evaluate the staffing process, after attending a seminar on the Uniform Guidelines on Employee Selection Procedures. Bob Santos and a team of specialists decided to use the four fifths rule to assess the

The United States is one of the most diverse nations on the earth, originally conceived so, and often described as a great melting pot, as “all nations are melted into a new race of man, whose labours and posterity will one day cause great changes in the world” (St. John de Crèvecoeur, 1782). Yet, despite the country’s diverse population, the workplace remains a place of inequality as women and minorities continue to earn less than their white male counterparts (U.S. Bureau of Labor Statistics, 2011; U.S. Census Bureau, 2009) and advance less in managerial and professional positions (Kinicki & Kreitner, 2008). The question of workplace diversity is a polarizing debate with proponents of diversity measures arguing the business benefit of

A Chi-Square test of goodness-of-fit was preformed to check if managers hired an equal distribution of personnel of all races. The test indicated managers hired significantly more humans than all other races,

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

There are two major cultural divisions, Hispanic and Caucasian, to further complicate the work environment the ratio of Male to female workers is 20 to 1. No effort from either group of being sensitive to the others existence is apparent. (DuBrin, 2004, p. 67). Management’s main concern is for “ethnic diversity” to the point of not having issues with the equal employment opportunity act.

The discrimination-and-fairness paradigm is considered the “dominant way” of understanding diversity by most organizations. It attempts to remove discrimination and create employment equality by seeking to increase diversity among employees. Progress is measured by how well the company is able to meet its diversity number goals but avoids looking deeper at the reality behind the numbers. (Thomas & Ely p. 81)