MGMT 3000 1st Edition Lecture 21Outline of Last Lecture I. Teams II. Types of teams III. Work team characteristics IV. Stages of team development V. Enhancing team effectiveness Outline of Current Lecture I. Federal employment Laws II. Effect of Laws III. Sexual Harassment IV. Recruiting V. Selection Current Lecture Human Resource Management is the process of finding, developing, and keeping the right people to form a qualified workforce.Major Federal employment laws Equal pay act of 1963: Prohibits unequal pay for males and females doing substantially similar work Civil Rights Act of 1964: Prohibits discrimination on basis of race, color, religion, sex or national origin Age Discrimination in Employment Act of 1967: Prohibits discrimination in employment decisions against person’s age of 40 and over Pregnancy discrimination Act of 1978: Prohibits discrimination in employment against pregnant women Americans with disabilities Act of 1990: Prohibits discrimination on basis of physical or mental disabilities Civil Rights Act of 1991: Strengthened the provisions of the Civil Rights act of 1964providing for jury trials and punitive damages These notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.Family and Medical Leave act of 1993: Permits workers to take up to 12 weeks of unpaid leave for pregnancy and or birth of a new child adoption or foster care for new child, illness of immediate family member of personal medical leave Uninformed Services employment and reemployment rights act of 1994: prohibitsdiscrimination against those serving armed forces, reserve, national guard or other uniformed services 2 Other Important sets of laws 1. Labor Laws: regulated interaction between management and labor unions that represent employees a. Guarantee employees right to join and form unions of their own choosing 2. Laws and regulations governing safety standards: OSHA requires that employers provide employees with a workplace that is free from recognizedhazards that are causing or likely to cause death or serious physical harm. Effect of laws General affect of laws: employers may not discriminate in employment decisions based on sex, age, religion, color, national origin, race, or disability BONA fide Occupational Qualification (BFOQ) is a reasonably necessary to the normal operation of that particular business - Exception to certain hiring practices that would otherwise be considered discrimination - Must be reasonably necessary to the normal operation of particular business - Applications of BFOQ: o Catholic colleges when hiring president, teaching staff etc. o Customer satisfaction can’t be enough as a defense of BFOQ Disparate treatment: intentionally using race, color, religion, sex, or national originas basis for treating people differently Disparate Impact: Employer’s practice results in fewer minorities being include in outcome of testing hiring, or promotion practices that would be expected by numerical proportionFour-fifths rule: IF a member of a minority group does not have a success rate at least 80 percent that of the majority group, the practice may be considered to have an adverse impact Sexual Harassment: Form of discrimination in which unwelcome sexual advances, request for sexual favors, or other verbal or physical conducts of sexual nature occurs 2 types: 1. Quid Pro Quo: occurs when employment outcomes such as hiring, promotion etc. depends on whether an individual submits to being sexually harassed 2. Hostile work environment: unwelcome and demining sexually related behavior creates intimidating, hostile and offensive work environment Mistakes managers make regarding sexual harassment: 1. Assuming victim and harasser have to be of opposite sex 2. Assuming it only happens between co workers, 3. Assuming only people who have been harassed can file complaints Steps managers should take: 1. Respond immediately 2. Write a sexual harassment policy 3. Establish clear reporting procedures 4. Be are of local and state laws and enforcement agencies Recruiting and Job analysis practices Recruiting is the process of developing a pool of qualified job applicants.Job analysis is a purposeful, systematic process for collecting information on the important work-related aspects of a job.A job description is a written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job. Job specifications, which are often included as a separate section of a job description, are a summary of the qualifications needed to successfully perform the job.Job analysis, job descriptions, and job specifications are the foundation on which all-critical human resource activities are built. - They are used during recruiting and selection to match applicant qualifications with the requirements of the jobInternal recruiting is the process of developing a pool of qualified job applicants from people who already work within the company.Methods of internal recruiting: 1. Job posting: advertising job opening within the company to existing employees 2. Career path is planned sequence of jobs through which employees may advance within an organization External recruiting is the process of developing a pool of qualified job applicants from outside the company Methods: 1. Advertising (newspapers, magazines, direct mail, radio or television)2. Employee referrals 3. Walk ins 4. Outside organizations 5. Employment services 6. Special events 7. Internal job sites Selection: once recruitment has produced a pool of qualified applicants, selection process is used to determine the best applicant. Selection tools include: 1. Application forms and resumes: Most job applicants go through this a. Related to job information b. Resumes pose a problem because of false data 2. References and background checks: a. References involve contacting previous employers to learn about candidateb. Background checks used to verify accuracy of information applicants provide about themselves 3. Selection tests: Used to measure qualities that are directly or indirectly related to doing the job a. Specific ability tests: measure extent to which applicant possesses particular ability to do job wellb. Cognitive ability tests: measure extent to which applicants have abilities in perceptual speed, verbal comprehension, numerical aptitude, general reasoning, and spatial