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– 2 years ago **files (2)** – ## Module2Case.docx – ## Module2-Resources.docx **## Module2Case.docx** **Module 2 – Case** **Job Analysis; Staffing; EEO; Diversity** **Case Assignment** Address the following questions in an essay format which includes an introduction and conclusion (not a Q & A forma…
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– 2 years ago
**files (2)**
– ## Module2Case.docx
– ## Module2-Resources.docx
**## Module2Case.docx**
**Module 2 – Case**
**Job Analysis; Staffing; EEO; Diversity**
**Case Assignment**
Address the following questions in an essay format which includes an introduction and conclusion (not a Q & A format):
· How your employer reduce labor costs and still save as many jobs as possible?
· How might up-to-date job analysis information aid your employer in determining how to reduce labor costs?
· Discuss the short-term and long-term implications of downsizing. Be sure to also discuss possible EEO issues that may occur in downsizing.
Introduce information from
**at least 2 sources** from the Trident Online Library to help strengthen and validate your discussion.
When possible, provide private-sector employer examples of HRM programs, systems, processes, and/or procedures as you address the assignment requirements. Provide names of the employers. Use different employer examples in this course than what has been used previously in your other papers and courses.
Paper length:
**3–4 pages** (not counting the cover and reference pages).
**Assignment Expectations**
_Your paper will be evaluated using the criteria as stated in the Case rubric. The following is a review of the rubric criteria:_
·
**Assignment-Driven:** Does the paper fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?
·
**Critical Thinking:** Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?
·
**Business Writing:** Is the essay logical, well organized and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?
·
**Effective Use of Information:** Does the submission demonstrate that the student has read, understood, and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall paper?
·
**Citing Sources:** Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the paper been included on the References page?
·
**Timeliness:** Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?
**## Module2-Resources.docx**
**Module 2 – Resources**
**Job Analysis; Staffing; EEO; Diversity**
**Job Analysis**
Before we turn to a discussion of the staffing function, EEO, and diversity, let us look at the process called “job analysis” (sometimes called “job study”). Job analysis is what should happen before an organization hires employees. We know, though, that it sometimes is not a systematic process that occurs to develop jobs, but instead a haphazard one. HRM professionals realize, however, that job analysis is supposed to be a systematic procedure to identify and analyze the level of a job and what its profile should look like.
The information gathered during a job analysis process is valuable to decide job design, write job descriptions, determine job qualifications, and identify job worth (how much the job contributes to the organization). All of the other HRM functions—for example, recruitment and selection, training and development, wage and salary administration, and performance management—should begin with accurate, up-to-date information gained from studying a job.
Please note that the links below will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.
[_Human Resources: Strategic Workforce Planning_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505571&srcou=104372) -LinkedIn Learning
[_The selection process_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505572&srcou=104372) -LinkedIn Learning
As we can see from the above, it is safe to say that the entire success of HRM is based on an effective job analysis process that is the foundation of the staffing function and the many HRM functions that follow.
**Equal Employment Opportunity:**
Equal employment opportunity is a large field of study within human resource management. (Our MGT516 course focuses on EEO.) But more than that, it is the law of the land and provides regulations private-sector employers must follow.
Because human resource actions affect organization-wide policies and procedures, they often deal with the selection of employees for jobs, promotions, training programs, pay and benefits, layoffs, employee discipline, and discharge. Whenever one employee/applicant is selected over another for whatever reason, there are possible EEO concerns.
EEO involves many different areas to study, including discrimination and affirmative action.
The keystone of each organization’s defense in protecting itself against any type of employee relations law violations, charges, and claims is a clear, unambiguous written company policy stating the company’s support and intention to closely adhere to the provisions of employment law. But the process does not stop there.
Actions are also important. What do the company’s statistics show on the numbers of minorities, women, and disabled persons in its workforce? And importantly, what are the company’s actions related to nurturing the diversity that they have been able to achieve?
The global nature of our current environment means that many of us work alongside others who have backgrounds different than our own. The ability to effectively consider all employee contributions provides organizations with a competitive advantage.
It is easy to see, then, that the most successful companies actually manage and nurture the diversity in their organizations.
It is not enough to merely meet EEO hiring quotas. The goal of these successful organizations is to do all they can to allow all employees to contribute to the organization’s goals and to experience their own personal growth.
Managing diversity often includes changing the company culture. Employees need to feel comfortable working in their work environments.
Finish this module by reading the following:
Marshall, P. (2010, April). Taking action on diversity.
_The Canadian Manager, 35_(1), 17-18,3. Retrieved from ProQuest in the Trident Online Library.
**Other Required Sources for Module 2:**
Juneja, P. (n.d.).
[_Job analysis and human resource planning._](https://www.managementstudyguide.com/job-analysis-and-human-resource-planning.htm) Management Study Guide. https://www.managementstudyguide.com/job-analysis-and-human-resource-planning.htm
The use of this material from Managementstudyguide.com is free for learning and education purpose.
Jusko, J. (2011). Cutting costs without cutting people.
_Industry Week, 260_(4), 30-n/a. Retrieved from ProQuest in the Trident Online Library.
Reed, S. M. (2017). Chapter 3: Workforce planning and employment. In
_A Guide to the Human Resource Body of Knowledge_ (HRBoK). HRCI, John Wiley & Son. Available in the Trident Online Library SkillSoft Books database.
**SLP**
[_U.S. Department of Labor_](https://www.dol.gov/)(https://www.dol.gov).
[_U.S. Census Bureau_](http://censtats.census.gov/pub/Profiles.shtml) (http://censtats.census.gov/pub/Profiles.shtml).
**Optional Sources for Module 2:**
Fox, A. (2011, May). Mixing it up.
_HR Magazine, 56_(5), 22-27. Retrieve from ProQuest in the Trident online library.
[_Job analysis background research_](https://tlc.trident.edu/content/enforced/223276-MGT509-2025APR07FT-1/Job%20Analysis%20Background%20Research.ppt?_&d2lSessionVal=KAfHkzqdWXxZVHXPxWpnaXGIv&ou=104372&ou=223276) [PowerPoint slides]. Retrieved from https://uwf.edu/search/index.html?q=job+analysis+background+research
Management Study Guide. (2016).
[_Approaches to job design_](http://managementstudyguide.com/approaches-to-job-design.htm). Retrieved from http://managementstudyguide.com/approaches-to-job-design.htm
Owens, D. (2011, May). Bank on diverse talent.
_HR Magazine, 56_(5), 32-33. Retrieved from ProQuest in the Trident Online Library.
Perrett, B. (2013). Halving labor costs.
_Aviation Week & Space Technology, 175_(31), 52. Retrieved from EBSCOhost in the Trident Online Library.
**## Module2-Resources.docx**
**Module 2 – Resources**
**Job Analysis; Staffing; EEO; Diversity**
**Job Analysis**
Before we turn to a discussion of the staffing function, EEO, and diversity, let us look at the process called “job analysis” (sometimes called “job study”). Job analysis is what should happen before an organization hires employees. We know, though, that it sometimes is not a systematic process that occurs to develop jobs, but instead a haphazard one. HRM professionals realize, however, that job analysis is supposed to be a systematic procedure to identify and analyze the level of a job and what its profile should look like.
The information gathered during a job analysis process is valuable to decide job design, write job descriptions, determine job qualifications, and identify job worth (how much the job contributes to the organization). All of the other HRM functions—for example, recruitment and selection, training and development, wage and salary administration, and performance management—should begin with accurate, up-to-date information gained from studying a job.
Please note that the links below will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.
[_Human Resources: Strategic Workforce Planning_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505571&srcou=104372) -LinkedIn Learning
[_The selection process_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505572&srcou=104372) -LinkedIn Learning
As we can see from the above, it is safe to say that the entire success of HRM is based on an effective job analysis process that is the foundation of the staffing function and the many HRM functions that follow.
**Equal Employment Opportunity:**
Equal employment opportunity is a large field of study within human resource management. (Our MGT516 course focuses on EEO.) But more than that, it is the law of the land and provides regulations private-sector employers must follow.
Because human resource actions affect organization-wide policies and procedures, they often deal with the selection of employees for jobs, promotions, training programs, pay and benefits, layoffs, employee discipline, and discharge. Whenever one employee/applicant is selected over another for whatever reason, there are possible EEO concerns.
EEO involves many different areas to study, including discrimination and affirmative action.
The keystone of each organization’s defense in protecting itself against any type of employee relations law violations, charges, and claims is a clear, unambiguous written company policy stating the company’s support and intention to closely adhere to the provisions of employment law. But the process does not stop there.
Actions are also important. What do the company’s statistics show on the numbers of minorities, women, and disabled persons in its workforce? And importantly, what are the company’s actions related to nurturing the diversity that they have been able to achieve?
The global nature of our current environment means that many of us work alongside others who have backgrounds different than our own. The ability to effectively consider all employee contributions provides organizations with a competitive advantage.
It is easy to see, then, that the most successful companies actually manage and nurture the diversity in their organizations.
It is not enough to merely meet EEO hiring quotas. The goal of these successful organizations is to do all they can to allow all employees to contribute to the organization’s goals and to experience their own personal growth.
Managing diversity often includes changing the company culture. Employees need to feel comfortable working in their work environments.
Finish this module by reading the following:
Marshall, P. (2010, April). Taking action on diversity.
_The Canadian Manager, 35_(1), 17-18,3. Retrieved from ProQuest in the Trident Online Library.
**Other Required Sources for Module 2:**
Juneja, P. (n.d.).
[_Job analysis and human resource planning._](https://www.managementstudyguide.com/job-analysis-and-human-resource-planning.htm) Management Study Guide. https://www.managementstudyguide.com/job-analysis-and-human-resource-planning.htm
The use of this material from Managementstudyguide.com is free for learning and education purpose.
Jusko, J. (2011). Cutting costs without cutting people.
_Industry Week, 260_(4), 30-n/a. Retrieved from ProQuest in the Trident Online Library.
Reed, S. M. (2017). Chapter 3: Workforce planning and employment. In
_A Guide to the Human Resource Body of Knowledge_ (HRBoK). HRCI, John Wiley & Son. Available in the Trident Online Library SkillSoft Books database.
**SLP**
[_U.S. Department of Labor_](https://www.dol.gov/)(https://www.dol.gov).
[_U.S. Census Bureau_](http://censtats.census.gov/pub/Profiles.shtml) (http://censtats.census.gov/pub/Profiles.shtml).
**Optional Sources for Module 2:**
Fox, A. (2011, May). Mixing it up.
_HR Magazine, 56_(5), 22-27. Retrieve from ProQuest in the Trident online library.
[_Job analysis background research_](https://tlc.trident.edu/content/enforced/223276-MGT509-2025APR07FT-1/Job%20Analysis%20Background%20Research.ppt?_&d2lSessionVal=KAfHkzqdWXxZVHXPxWpnaXGIv&ou=104372&ou=223276) [PowerPoint slides]. Retrieved from https://uwf.edu/search/index.html?q=job+analysis+background+research
Management Study Guide. (2016).
[_Approaches to job design_](http://managementstudyguide.com/approaches-to-job-design.htm). Retrieved from http://managementstudyguide.com/approaches-to-job-design.htm
Owens, D. (2011, May). Bank on diverse talent.
_HR Magazine, 56_(5), 32-33. Retrieved from ProQuest in the Trident Online Library.
Perrett, B. (2013). Halving labor costs.
_Aviation Week & Space Technology, 175_(31), 52. Retrieved from EBSCOhost in the Trident Online Library.
**## Module2Case.docx**
**Module 2 – Case**
**Job Analysis; Staffing; EEO; Diversity**
**Case Assignment**
Address the following questions in an essay format which includes an introduction and conclusion (not a Q & A format):
· How your employer reduce labor costs and still save as many jobs as possible?
· How might up-to-date job analysis information aid your employer in determining how to reduce labor costs?
· Discuss the short-term and long-term implications of downsizing. Be sure to also discuss possible EEO issues that may occur in downsizing.
Introduce information from
**at least 2 sources** from the Trident Online Library to help strengthen and validate your discussion.
When possible, provide private-sector employer examples of HRM programs, systems, processes, and/or procedures as you address the assignment requirements. Provide names of the employers. Use different employer examples in this course than what has been used previously in your other papers and courses.
Paper length:
**3–4 pages** (not counting the cover and reference pages).
**Assignment Expectations**
_Your paper will be evaluated using the criteria as stated in the Case rubric. The following is a review of the rubric criteria:_
·
**Assignment-Driven:** Does the paper fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?
·
**Critical Thinking:** Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?
·
**Business Writing:** Is the essay logical, well organized and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?
·
**Effective Use of Information:** Does the submission demonstrate that the student has read, understood, and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall paper?
·
**Citing Sources:** Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the paper been included on the References page?
·
**Timeliness:** Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?
**## Module2-Resources.docx**
**Module 2 – Resources**
**Job Analysis; Staffing; EEO; Diversity**
**Job Analysis**
Before we turn to a discussion of the staffing function, EEO, and diversity, let us look at the process called “job analysis” (sometimes called “job study”). Job analysis is what should happen before an organization hires employees. We know, though, that it sometimes is not a systematic process that occurs to develop jobs, but instead a haphazard one. HRM professionals realize, however, that job analysis is supposed to be a systematic procedure to identify and analyze the level of a job and what its profile should look like.
The information gathered during a job analysis process is valuable to decide job design, write job descriptions, determine job qualifications, and identify job worth (how much the job contributes to the organization). All of the other HRM functions—for example, recruitment and selection, training and development, wage and salary administration, and performance management—should begin with accurate, up-to-date information gained from studying a job.
Please note that the links below will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.
[_Human Resources: Strategic Workforce Planning_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505571&srcou=104372) -LinkedIn Learning
[_The selection process_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505572&srcou=104372) -LinkedIn Learning
As we can see from the above, it is safe to say that the entire success of HRM is based on an effective job analysis process that is the foundation of the staffing function and the many HRM functions that follow.
**Equal Employment Opportunity:**
Equal employment opportunity is a large field of study within human resource management. (Our MGT516 course focuses on EEO.) But more than that, it is the law of the land and provides regulations private-sector employers must follow.
Because human resource actions affect organization-wide policies and procedures, they often deal with the selection of employees for jobs, promotions, training programs, pay and benefits, layoffs, employee discipline, and discharge. Whenever one employee/applicant is selected over another for whatever reason, there are possible EEO concerns.
EEO involves many different areas to study, including discrimination and affirmative action.
The keystone of each organization’s defense in protecting itself against any type of employee relations law violations, charges, and claims is a clear, unambiguous written company policy stating the company’s support and intention to closely adhere to the provisions of employment law. But the process does not stop there.
Actions are also important. What do the company’s statistics show on the numbers of minorities, women, and disabled persons in its workforce? And importantly, what are the company’s actions related to nurturing the diversity that they have been able to achieve?
The global nature of our current environment means that many of us work alongside others who have backgrounds different than our own. The ability to effectively consider all employee contributions provides organizations with a competitive advantage.
It is easy to see, then, that the most successful companies actually manage and nurture the diversity in their organizations.
It is not enough to merely meet EEO hiring quotas. The goal of these successful organizations is to do all they can to allow all employees to contribute to the organization’s goals and to experience their own personal growth.
Managing diversity often includes changing the company culture. Employees need to feel comfortable working in their work environments.
Finish this module by reading the following:
Marshall, P. (2010, April). Taking action on diversity.
_The Canadian Manager, 35_(1), 17-18,3. Retrieved from ProQuest in the Trident Online Library.
**Other Required Sources for Module 2:**
Juneja, P. (n.d.).
[_Job analysis and human resource planning._](https://www.managementstudyguide.com/job-analysis-and-human-resource-planning.htm) Management Study Guide. https://www.managementstudyguide.com/job-analysis-and-human-resource-planning.htm
The use of this material from Managementstudyguide.com is free for learning and education purpose.
Jusko, J. (2011). Cutting costs without cutting people.
_Industry Week, 260_(4), 30-n/a. Retrieved from ProQuest in the Trident Online Library.
Reed, S. M. (2017). Chapter 3: Workforce planning and employment. In
_A Guide to the Human Resource Body of Knowledge_ (HRBoK). HRCI, John Wiley & Son. Available in the Trident Online Library SkillSoft Books database.
**SLP**
[_U.S. Department of Labor_](https://www.dol.gov/)(https://www.dol.gov).
[_U.S. Census Bureau_](http://censtats.census.gov/pub/Profiles.shtml) (http://censtats.census.gov/pub/Profiles.shtml).
**Optional Sources for Module 2:**
Fox, A. (2011, May). Mixing it up.
_HR Magazine, 56_(5), 22-27. Retrieve from ProQuest in the Trident online library.
[_Job analysis background research_](https://tlc.trident.edu/content/enforced/223276-MGT509-2025APR07FT-1/Job%20Analysis%20Background%20Research.ppt?_&d2lSessionVal=KAfHkzqdWXxZVHXPxWpnaXGIv&ou=104372&ou=223276) [PowerPoint slides]. Retrieved from https://uwf.edu/search/index.html?q=job+analysis+background+research
Management Study Guide. (2016).
[_Approaches to job design_](http://managementstudyguide.com/approaches-to-job-design.htm). Retrieved from http://managementstudyguide.com/approaches-to-job-design.htm
Owens, D. (2011, May). Bank on diverse talent.
_HR Magazine, 56_(5), 32-33. Retrieved from ProQuest in the Trident Online Library.
Perrett, B. (2013). Halving labor costs.
_Aviation Week & Space Technology, 175_(31), 52. Retrieved from EBSCOhost in the Trident Online Library.
**## Module2Case.docx**
**Module 2 – Case**
**Job Analysis; Staffing; EEO; Diversity**
**Case Assignment**
Address the following questions in an essay format which includes an introduction and conclusion (not a Q & A format):
· How your employer reduce labor costs and still save as many jobs as possible?
· How might up-to-date job analysis information aid your employer in determining how to reduce labor costs?
· Discuss the short-term and long-term implications of downsizing. Be sure to also discuss possible EEO issues that may occur in downsizing.
Introduce information from
**at least 2 sources** from the Trident Online Library to help strengthen and validate your discussion.
When possible, provide private-sector employer examples of HRM programs, systems, processes, and/or procedures as you address the assignment requirements. Provide names of the employers. Use different employer examples in this course than what has been used previously in your other papers and courses.
Paper length:
**3–4 pages** (not counting the cover and reference pages).
**Assignment Expectations**
_Your paper will be evaluated using the criteria as stated in the Case rubric. The following is a review of the rubric criteria:_
·
**Assignment-Driven:** Does the paper fully address all aspects of the assignment? Is the assignment addressed accurately and precisely using sound logic? Does the paper meet minimum length requirements?
·
**Critical Thinking:** Does the paper demonstrate graduate-level analysis, in which information derived from multiple sources, expert opinions, and assumptions has been critically evaluated and synthesized in the formulation of a logical set of conclusions? Does the paper address the topic with sufficient depth of discussion and analysis?
·
**Business Writing:** Is the essay logical, well organized and well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are section headings included? Are paraphrasing and synthesis of concepts the primary means of responding, or is justification/support instead conveyed through excessive use of direct quotations?
·
**Effective Use of Information:** Does the submission demonstrate that the student has read, understood, and can apply the background materials for the module? If required, has the student demonstrated effective research, as evidenced by student’s use of relevant and quality sources? Do additional sources used provide strong support for conclusions drawn, and do they help in shaping the overall paper?
·
**Citing Sources:** Does the student demonstrate understanding of APA Style of referencing, by inclusion of proper citations (for paraphrased text and direct quotations) as appropriate? Have all sources (e.g., references used from the Background page, the assignment readings, and outside research) been included, and are these properly cited? Have all sources cited in the paper been included on the References page?
·
**Timeliness:** Has the assignment been submitted to TLC (Trident’s learning management system) on or before the module’s due date?
**## Module2-Resources.docx**
**Module 2 – Resources**
**Job Analysis; Staffing; EEO; Diversity**
**Job Analysis**
Before we turn to a discussion of the staffing function, EEO, and diversity, let us look at the process called “job analysis” (sometimes called “job study”). Job analysis is what should happen before an organization hires employees. We know, though, that it sometimes is not a systematic process that occurs to develop jobs, but instead a haphazard one. HRM professionals realize, however, that job analysis is supposed to be a systematic procedure to identify and analyze the level of a job and what its profile should look like.
The information gathered during a job analysis process is valuable to decide job design, write job descriptions, determine job qualifications, and identify job worth (how much the job contributes to the organization). All of the other HRM functions—for example, recruitment and selection, training and development, wage and salary administration, and performance management—should begin with accurate, up-to-date information gained from studying a job.
Please note that the links below will open in a new window and may require activation of a LinkedIn account on the first attempt. Trident students may use their student email address to access this free subscription to LinkedIn Learning as a part of this course.
[_Human Resources: Strategic Workforce Planning_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505571&srcou=104372) -LinkedIn Learning
[_The selection process_](https://tlc.trident.edu/d2l/common/dialogs/quickLink/quickLink.d2l?ou=223276&type=lti&rcode=TUI-505572&srcou=104372) -LinkedIn Learning
As we can see from the above, it is safe to say that the entire success of HRM is based on an effective job analysis process that is the foundation of the staffing function and the many HRM functions that follow.
**Equal Employment Opportunity:**
Equal employment opportunity is a large field of study within human resource management. (Our MGT516 course focuses on EEO.) But more than that, it is the law of the land and provides regulations private-sector employers must follow.
Because human resource actions affect organization-wide policies and procedures, they often deal with the selection of employees for jobs, promotions, training programs, pay and benefits, layoffs, employee discipline, and discharge. Whenever one employee/applicant is selected over another for whatever reason, there are possible EEO concerns.
EEO involves many different areas to study, including discrimination and affirmative action.
The keystone of each organization’s defense in protecting itself against any type of employee relations law violations, charges, and claims is a clear, unambiguous written company policy stating the company’s support and intention to closely adhere to the provisions of employment law. But the process does not stop there.
Actions are also important. What do the company’s statistics show on the numbers of minorities, women, and disabled persons in its workforce? And importantly, what are the company’s actions related to nurturing the diversity that they have been able to achieve?
The global nature of our current environment means that many of us work alongside others who have backgrounds different than our own. The ability to effectively consider all employee contributions provides organizations with a competitive advantage.
It is easy to see, then, that the most successful companies actually manage and nurture the diversity in their organizations.
It is not enough to merely meet EEO hiring quotas. The goal of these successful organizations is to do all they can to allow all employees to contribute to the organization’s goals and to experience their own personal growth.
Managing diversity often includes changing the company culture. Employees need to feel comfortable working in their work environments.
Finish this module by reading the following:
Marshall, P. (2010, April). Taking action on diversity.
_The Canadian Manager, 35_(1), 17-18,3. Retrieved from ProQuest in the Trident Online Library.
**Other Required Sources for Module 2:**
Juneja, P. (n.d.).
[_Job analysis and human resource planning._](https://www.managementstudyguide.com/job-analysis-and-human-resource-planning.htm) Management Study Guide. https://www.managementstudyguide.com/job-analysis-and-human-resource-planning.htm
The use of this material from Managementstudyguide.com is free for learning and education purpose.
Jusko, J. (2011). Cutting costs without cutting people.
_Industry Week, 260_(4), 30-n/a. Retrieved from ProQuest in the Trident Online Library.
Reed, S. M. (2017). Chapter 3: Workforce planning and employment. In
_A Guide to the Human Resource Body of Knowledge_ (HRBoK). HRCI, John Wiley & Son. Available in the Trident Online Library SkillSoft Books database.
**SLP**
[_U.S. Department of Labor_](https://www.dol.gov/)(https://www.dol.gov).
[_U.S. Census Bureau_](http://censtats.census.gov/pub/Profiles.shtml) (http://censtats.census.gov/pub/Profiles.shtml).
**Optional Sources for Module 2:**
Fox, A. (2011, May). Mixing it up.
_HR Magazine, 56_(5), 22-27. Retrieve from ProQuest in the Trident online library.
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