Human Resource Mangement

Running Head : Human Resource Management Human Resource Management

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HR practices comprise a wide variety of initiatives or programs . HR practices can be used to amend the potentially discriminatory behaviors of majority group members in ways that are convenient , legal , and ethical . HR practices can be altered or enhanced in ways that lead to reductions in adverse impact and , consequently , to increases in the representation of members of affected groups in organizations

In this , I will explore the implication of research and theory on general HR

practices as they relay to the s of reducing discrimination and increasing diversity in organizations . Discrimination can be aimed toward a wide range of target groups . With regard to choice of terms in this , I use the term minority ' to refer to any target or underrepresented group . Thus , the term is used in a very broad sense to refer to any group that might be offended by discrimination

EEO and Affirmative Action

Present forms of HR management developed from affirmative action (AA and equal employment opportunity (EEO ) programs . In response to the Civil Rights Act of 1964 , Executive 11246 , and other social and governmental pressures , numerous human resource management practices were implemented in the 1970s and 1980s (Konrad and Linnehan , 1995 These AA and EEO programs were attempts to raise the presence of underrepresented groups , usually women and minorities . Unfortunately many of these practices were figurative or found to be illegal or inappropriately implemented . Consequently , the reliability and fairness of AA programs has often been called into question (Konrad and Linnehan 1999 . There is obvious evidence , however , that AA and EEO practices made an encouraging impact on the presence and pay of underrepresented groups . Though diversity management is much more than affirmative action , these programs laid the basis for contemporary diversity management , and their limitations are the impulsion for qualitatively different approaches to diversity

In 1990 , Roosevelt Thomas argued that affirmative action as an autonomous approach to workforce diversity was restraining and outdated He believed that the landscape had changed such that , the realities facing us are no longer the realities affirmative action was intended to fix (Thomas , 1990 ,

. 107 . He suggested , and subsequent research confirmed , that AA programs would promote perceptions of unfairness (Konrad and Linnehan , 1999 ) and the stigmatization of its beneficiaries His call was for an elemental transformation of diversity efforts from individual AA and EEO programs to active diversity management . This transformation symbolizes an important innovation in our approach to diversity and , more particularly , this shift in perspective represents the birth of the modern HRM practice of diversity management . Others in the field echoed Thomas , and argued for organizations to alter their approach to diversity and , specifically , to actively manage diversity Though initial ideas were limited on details for how organizations must achieve this desired end-state , the sentiment was consistent : AA and EEO programs desired to be replaced by positive and comprehensive efforts to manage diversity

Human resources planning , recruitment , and selection

Recruitment...