Unit 1 An Overview ofHuman Resource Management
Unit 2 Strategic Human Resource Management
Unit 3 Human Resource Planning
Unit 4 Job Analysis and Design
Unit 5 EqualEmployment Opportunity
Unit 6 The Recruitment Process
Unit 7 Selection and Placement
Unit 8 Performance Management
Unit 9 Learning and Development
Unit 10 Motivating Employees
Unit 11 Compensation Development
Unit 12 Pay and Incentives
Unit 13 Employee Benefits and Services
Unit 14 Managing Human Resources in a Foreign Subsidiary
参考文献
內容試閱：
Civil Rights Act of 1991
The Civil Rights Act of 1991 requires employers to show that an
employment practice is job related for the position and is
consistent with business necessity. The act clarifies that the
plaintiffs bringing the discrinunation charges must identify the
particular employer practice being challenged and must show only
that protected-classstatus played some role in their treatment. For
employers， this requirement means that an individual''s race， color，
religion， sex， or national origin must play no role in their
employment practices. This act allows people who have been targets
of intentional discrimination based on sex， religion， or disability
to receive both compensatory and punitive damages. One key
provision of the 1991 act relates to how U.S. laws on EEO are
applied globally.
Managing Racial and National Origin Issues
The original purpose of the Civil Rights Act of 1964 was to
address race and national origin discrimination. This concern
continues to be important today， and employers must be aware of
potential HR issues that are based on race， national origin， and
citizenship in order to take appropriate actions.
Employment discrimination can occur in numerous ways， from
refusal to hire someone because of the person''s raceethnicity to
the questions asked in a selection interview. For example， a
trucking company settled a discrimination lawsuit by African
American employees who were denied job assignments and promotions
because of racial bias. In addition to paying a fine， the firm must
report to the EEOC on promotions from part-time to full-time for
dock worker jobs.
Sometimes racial discriminations can be more subtle. For example，
some firms have tapped professional and social networking sites to
fill open positions. However， networking sites exclude many people.
According to one study， only 5% of Linked in users are black and 2%
are Hispanic. This lack of access to these sites can easily be
viewed as racial discrimination.
Under federal law， discriminating against people because of skin
color is just as illegal as discriminating because of race. For
example， one might be guilty of color discrimination but not racial
discrimination if one hired light-skinned African Americans over
dark-skinned people.
RacialEthnic Harassment
The area of racialethnic harassment is such a concern that the
EEOC has issued guidelines on it. It is recommended that employers
adopt policies against harassment of any type， including ethnic
jokes， vulgar epithets， racial slurs， and physical actions. The
consequences of not enforcing these policies are seen in a case
involving a small business employer that subjected Latinos to
physical and verbal abuse. Hispanic males at the firm were
subjected to derogatory jokes， verbal abuse， physical harm， and
other humiliating experiences. Settling the case was expensive for
the employer.
Contrast that case with another that shows the advantage of
taking quick remedial action. An employee filed a lawsuit against
an airline because coworkers told racist jokes and hung nooses in
his workplace. The airline was able to show that each time any
employee， including the plaintiff， reported problems， management
conducted an investigation and took action against the offending
employees. The court ruled for the employer in this case because
the situation was managed properly.
Affirmative Action
Through affirmative action， employers are urged to hire groups of
people based on their race， age， gender， or national origin to make
up for historical discrimination. It is a requirement for federal
govemment contractors to document the inclusion of women and racial
minorities in the workforce. As part of those govemment
regulations， covered employers must submit plans describing their
attempts to narrow the gaps between the composition of their
work-forces and the composition of labor markets where they obtain
employees. However， affirmative action has been the subject of
numerous court cases and an ongoing political and social debate
both in the United States and globally.
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