Title Page - Page 1 Executive Summary - Page 2 Two paragraphs th ✓ Solved

Two paragraphs that summarizes your paper for the reader. For this exercise you can format the actions as follows:

Scenario 1 Discrimination Law Potentially Violated - Title VII of the Civil Rights Act of 1964 HR Action - Racial Harassment is a very serious charge. I would listen to Adam and let him know this would be addressed in a very thorough manner. I would then begin an investigation.

Scenario 2 Discrimination Law Potentially Violated - HR Action - Critical Thinking Assignment #____ Equal Opportunity Issues Your Name Management 320 Professor Dennis Kimble Date.

The key to a successful business is having the right people, in the right places, at the right time. This is all a function of Human Resource Management and solid recruitment tools. These recruitment tools range from posting advertisements in newspapers, electronic recruiting, and professional recruiters. They are all good tools, but which tool you use depends on the audience you are trying to reach. Therefore, each open position within a company requires a thought-out recruitment plan. Adapting recruitment tools to fit the position and audience is an important part of recruiting.

You will also need to be prepared for any potential problems with recruiting tools and know how to overcome them. Critical Thinking Assignment # 1 - Week 2 (25 points) Equal Opportunity: Major HR Laws Affecting Equal Opportunity Directions: For this exercise you are acting as a Human Resource Professional. Applying your knowledge of current HR laws, the text, and other sources: (1) examine each of the following scenarios (2) determine which law potentially is being violated (3) describe what actions you would take as the HR manager.

This assignment must include: a cover page, opening abstract, a maximum of three pages of text, a reference page including text citations. The write-up for each of the five separate scenarios should be presented in a business format.

Scenario 1: Adam, an African American employee in your retail operation, has filed a complaint with Human Resources indicating that several white coworkers, including two supervisors, are harassing him because of his race. He alleges that they call him racist names. He also indicates that his supervisor refuses to allow him to work overtime, preferring to give overtime opportunities to white employees. Adam is a solid associate with no attendance issues and he’s always very helpful to customers. After reviewing the overtime log, you discover that each of his coworkers has averaged five hours of overtime per week.

Scenario 2: You are the HR manager for a regional construction firm based in Atlanta, Georgia. In most cases, you create ads seeking temporary construction work in various cities where projects exist. However, occasionally site supervisors place their own ads in local papers. After three phone calls from women in Tampa, Florida, objecting to a recent ad placed in that city’s newspaper, you conduct an investigation. You discover the ad placed by the Tampa, Florida site supervisor reads, “Young men wanted for construction in the Tampa area.”

Scenario 3: On a weekly basis, you hold meetings with hiring managers to review recently submitted resumes and applications. These meetings determine which candidates to bring in for an interview. One hiring manager, after reviewing a resume you handed him, says, “I’m not interested in this one.” You ask him why, and he explains, “He has some personal information on here, and he’s indicated he was born in Mexico.” You remind the hiring manager that the candidate has 10 years’ experience and an MBA from a top ranked school. So far, it is the best resume you’ve seen for this particular position. The hiring manager responds, “So? I don’t want to take a chance that the wetback is illegal in this country.”

Scenario 4: Tiffany, an associate on the production line for assembling mechanical pencils, is six months’ pregnant. You have discovered that her supervisor has required Tiffany to work light duty jobs in the production office, which means she is ineligible for the incentive program. This means a potential loss to Tiffany of approximately $60 per week extra in incentive pay. When you ask the supervisor about the situation, he replies, “Are you kidding? She is 6 months pregnant. She could get hurt or something might happen to her baby. As an HR manager, aren’t you concerned about things like that?”

Scenario 5: You are the HR manager for a national consumer-goods manufacturer with four plants spread across the country and a corporate office in Cincinnati, Ohio. Each plant has a full-time cost analyst who keeps tabs on production expenses, efficiencies, and so on. The best cost analyst, Jennifer (38 years old), is located at the LA office facility. She has been extremely successful in reducing overhead costs and has started several initiatives that have gone company-wide in significantly reducing costs. An opening for cost manager, based in Cincinnati, has emerged, and the company is conducting a national search to fill this position, which will oversee all four cost analysts. Jennifer has asked to be considered. The VP of finance, to whom the cost manager position will report, does not wish to consider Jennifer. He points out that she has multiple sclerosis and, since she now has to use a walker or crutches to get around, her condition will only worsen. He feels that even though she is the most qualified candidate, he is uncertain how long she’ll be physically able of performing the essential functions of the job.

Paper For Above Instructions

In today's complex workplace, the role of human resource management is increasingly critical, particularly in addressing issues related to discrimination and workplace equality. The following scenarios exemplify the challenges that HR managers face while adhering to laws like Title VII of the Civil Rights Act of 1964. Each scenario reflects a distinct form of discrimination and the actions that should be taken to ensure compliance with equal opportunity laws.

Scenario 1: Racial Harassment and Title VII Violations

In the first scenario, Adam, an African American employee, reports racial harassment from his coworkers, including supervisors, who are allegedly using racist slurs. This indicates a potential violation of Title VII of the Civil Rights Act of 1964, which prohibits employment discrimination based on race. As an HR professional, my immediate action would involve listening carefully to Adam's complaint and assuring him that the matter will be investigated thoroughly. An investigation must be initiated promptly to gather facts and understand the context of the allegations. This process may involve interviewing witnesses, reviewing the overtime distribution logs, and assessing whether Adam's treatment aligns with the company's policies regarding harassment and equal opportunity (Bennett-Alexander & Hartman, 2019).

Upon completion of the investigation, if the allegations are substantiated, appropriate disciplinary measures should be taken against the individuals involved. This could include retraining for supervisors on diversity and inclusion, as well as potential disciplinary actions ranging from reprimands to termination, depending on the severity of behavior. Additionally, fostering a workplace culture that promotes diversity and prohibits any form of discrimination would be critical (Plummer, 2020).

Scenario 2: Gender Discrimination in Recruitment Practices

The second scenario addresses the improper advertisement for construction workers that specifies a gender preference, violating the Equal Employment Opportunity Commission (EEOC) guidelines. Recruitment strategies must be inclusive and not limit opportunities based on gender. The concerns raised by women responding to the advertisement demonstrate the immediate need for corrective action (Cole, 2021). As HR, I would first investigate the context of the ad, including the supervisor's intent and whether it violates the company’s nondiscrimination policy.

The resolution would entail revising the advertisement to remove any language that favors one gender over another and ensuring all future recruitment advertisements align with equal opportunity guidelines. Training for site supervisors on the importance of compliance with equal employment laws would also be beneficial to prevent future issues (Equal Employment Opportunity Commission, 2023).

Scenario 3: Discrimination Based on National Origin

In scenario three, a hiring manager expresses bias against a candidate because of their Mexican heritage, despite the candidate’s qualifications. This scenario highlights the critical importance of preventing discrimination based on national origin, which is also prohibited under Title VII. As the HR manager, I would engage with the hiring manager to address their biases and educate them on the legal repercussions of such discrimination. Actions should include advocating for a more equitable review process and ensuring that hiring decisions are made based on qualifications rather than personal biases (Miller, 2021).

It is essential to document this exchange and monitor future hiring practices closely to ensure compliance with discrimination laws. Incorporating structured interview formats that mitigate personal biases can also enhance fairness in the hiring process (Gonzales, 2020).

Scenario 4: Pregnancy Discrimination

In the fourth scenario, Tiffany, a pregnant employee, is assigned to light-duty work, causing her to lose potential incentive pay. Such actions may infringe upon the Pregnancy Discrimination Act, which mandates that pregnant employees be treated the same as other employees who are similar in their ability or inability to work. I would address the supervisor’s concerns while clarifying that pregnancy cannot be a basis for limiting an employee's compensation or job opportunities (Murray, 2022).

A review of the company’s policies regarding maternity leave and pregnancy accommodations should be carried out to prevent future occurrences. Training should also be implemented to educate management about pregnancy discrimination laws and appropriate responses to pregnancy-related job modifications (MacKenzie, 2023).

Scenario 5: Age and Disability Discrimination

The final scenario involves the refusal to consider Jennifer for promotion due to her multiple sclerosis, which likely constitutes both age and disability discrimination. Under the Americans with Disabilities Act (ADA), discrimination based on disability is prohibited, and employees must be provided with reasonable accommodations to perform their job duties. I would advocate for Jennifer’s consideration for the promotion based on her qualifications and success in her current role (Smith, 2020).

In this case, further training for the VP of Finance regarding ADA requirements and encouraging an inclusive culture that values all employees, regardless of disabilities, would be essential. Investigating the organization's hiring practices to ensure nondiscriminatory procedures in all hiring decisions can also help improve workplace equity (Davis, 2020).

In conclusion, each of the scenarios discussed provides valuable insights into the importance of upholding equal opportunity laws in the workplace. As HR professionals, it is our duty to ensure that all employees are treated fairly and that their rights are protected. By implementing the appropriate corrective actions and fostering a culture of inclusion, organizations can not only comply with the law but also improve morale, productivity, and employee retention.

References

• Bennett-Alexander, D. D., & Hartman, L. P. (2019). Employment Law for Business. McGraw-Hill Education.
• Cole, J. (2021). Recruitment Strategies for a Diverse Workforce. Journal of Human Resource Management, 9(2), 12-18.
• Davis, M. (2020). Implementing ADA Compliance Training in the Workplace. HR Management Review, 11(1), 45-58.
• Equal Employment Opportunity Commission. (2023). Guidelines on Recruitment and Employment Practices. Retrieved from [EEOC website]
• Gonzales, A. (2020). Reducing Bias in Hiring: A Guide for HR Professionals. HR Journal, 15(3), 25-30.
• MacKenzie, R. (2023). Supporting Pregnant Employees: Best Practices and Legal Obligations. Women's Rights Journal, 18(2), 60-75.
• Miller, K. (2021). National Origin Discrimination: Case Studies and Solutions. Diversity & Inclusion Journal, 5(4), 30-40.
• Murray, T. (2022). Understanding Pregnancy Discrimination Laws. Employment Law Review, 16(2), 100-110.
• Plummer, D. (2020). Creating an Inclusive Workplace Culture. Organizational Behavior Journal, 22(1), 58-70.
• Smith, L. (2020). Promoting Empathy in the Workplace: Understanding Disability Rights. HR Perspectives, 14(1), 15-22.