Human Resource Help. A+++ Paper, Original Work, No Plagiarism Please. APA Format. 3-4 Body Pages, Intro, Abstract, Body, Conclusion, Reference Page
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Job Analysis, Discrimination
Question 1: Explain the value of human resources as a strategic partner in the
organization.
Answer 1: The new role of human resources specialist or manager is that of an internal
consultant. In that role, they are the company’s experts: assessing morale, analyzing
jobs, assessing processes, and monitoring the external environment. For example, if the
company has a problem with product quality, the human resources expert would
research the process, interview personnel, and develop possible interventions (i.e.,
additional training, adding staff, revising job skill requirements). Another example, if
an employee complains of discriminatory treatment, the human resources expert would
research the complaint and make recommendations to management concerning
disposition of the complaint.
The human resources expert is the first line of defense in personnel issues that affect
the company’s success and profitability. Specialized training in valuing diversity, EEO
requirements, and American with Disabilities Act (ADA) requirements are examples
where being proactive can prevent issues before they arise. In situations where
discipline or discharge is needed, the human resources expert advises managers on the
laws and requirements. That is not to say they prevent discipline or discharge, but
rather advise on doing it in such as way as to prevent discrimination and minimize
legal redress.
Question 2: What are three distinct functions of the human resources department?
Answer 2:
The functions of the human resources department include the following:
Line function: managing the human resources department
Coordinator function: referred to as functional control in that HR managers
coordinate personnel activities
Staff functions: assisting and advising line managers are the major
responsibilities of HR managers
In the staff function, the HR manager assists in the hiring, training, evaluating,
rewarding, counseling, promoting and firing of employees. The HR manager also plays
an important employee advocacy role, helping to define how management should be
treating employees, making sure employees can contest unfair practices, and
representing the employees’ interests. The strategic advising of the CEO is part of the
service provided by HR managers.
Question 3: What steps should companies take to avoid an employment discrimination
charge with the EEOC?
Answer 3:
While the implications of an EEOC charge may be huge, it is clear that HR managers
will be on relatively safer ground if they adhere to these strategies with regard to
employment practices:
Monitor personnel decisions to ensure that there is no evidence of disparate
treatment or a disproportionate impact caused by particular personnel practices.
If there are disparities, determine whether the practices causing the disparity are
essential for the business or are job-related.
Eliminate the practices if they are not job-related.
Not only will such strategies protect managers from EEOC charges, but they will also
lead to better personnel decisions overall.
Question 4: Describe the term adverse impact and give an example. What role does it
play in discrimination allegations?
Answer 4: The term adverse impact means the overall impact of employer practices
that result in significantly higher percentages of members of minorities and other
protected groups being rejected for employment, placement, or promotion. In the
telecommunications industry, one of the skill requirements for telephone installers
(predominately male) was being able to remove and remount the extension ladder on
top of the truck. Females had difficulty because of the truck height and weight of the
ladder. This was an adverse impact that was changed, with ladder mounts being
installed on the side of the truck. Interestingly, many males had back problems from
this activity, and the number of on the job injuries decreased.
Not surprising adverse impact is not too difficult for an applicant to demonstrate. It is
important to address the mindset of the company regarding practices and processes. In
many cases, there is no intentional discrimination because it is the “way we always did
it." Reexamining tests and skill requirements are needed to determine whether they are
valid for all populations. Historically, some minority groups do not perform well on
paper and pencil tests. The question of how the test applies to the job must be
addressed.
Question 5: What is a conciliation agreement and how does the conciliation process
work?
Answer 5: When an EEOC complaint is filled, EEOC has 30 days to work out a
conciliation agreement between the parties before bringing suit. If the EEOC cannot
obtain an acceptable conciliation agreement, it may sue the employer in a federal
district court. A conciliation agreement is a form of finding an acceptable settlement
between an employer and employee who contends discriminatory treatment. It saves
the parties from filing a complaint with the court until their investigation is complete.
Question 6: Explain the term dejobbed and describe methods organizations have taken
to become more competitive.
Answer 6: Dejobbing is broadening the responsibilities of the company’s jobs and
encouraging employees not to limit themselves to what is on their job description. The
notion that employees must be told what to do came from the military model after
World War II, when many business leaders were former military. It is a model that no
longer applies. Engaged employees see what needs to be done and address it.
Organizations are attempting to be more competitive by reducing the levels within
organizations, establishing work teams, and reengineering the business processes.
Question 7: Discuss the different types of information needed to create a job analysis.
Answer 7:
Job analysis involves collecting data about the jobs performed in an organization.
Three areas of information are as follows:
Knowledge: the degree to which a jobholder is required to know specific
technical material
Skill: adequate performance on tasks requiring the use of tools, equipment, and
machinery
Abilities: the physical and mental capacities needed to perform tasks not
requiring the use of tools, equipment, or machinery
These are within the context of where the work is performed, and the worker-oriented
activities (communicating, decision making, and performing physical actions)