Human Resource/Management Relations, Selection, And Discrimination
1. What seems to be the main source of conflict between supervisors, employees, and the HR department?
2. Do you believe that managers should be given more autonomy to make personnel decisions such as hiring, appraising, and compensating subordinates, or do you believe that managers should be given less autonomy to make such decisions? Explain and substantiate your reasoning.
3. Why would employers want to fire employees whose dependents are having serious health problems? What do you think would be the reaction of employees with healthy dependents who suspect this might be happening? Explain.
4. In a world that is quick to state discrimination has taken place, there is a new discrimination emerging (i.e., reverse discrimination). Is this form of discrimination really discrimination? What diversity practices would you put in place to prevent any kind of discrimination?
Sample Solution
Conflict Sources and Personnel Decisions
- Main Sources of Conflict:
- Differing Priorities:Supervisors prioritize productivity and meeting targets, while employees may prioritize work-life balance and fair treatment. HR aims to balance both.
- Communication Issues:Misunderstandings or lack of clear communication between supervisors and employees can lead to resentment and conflict.
- Unfair Practices:Employees might perceive supervisors engaging in favoritism, unfair disciplinary actions, or unrealistic workloads. HR investigates and ensures fair treatment.
- Unclear Policies:Inconsistent or unclear HR policies can create confusion and disputes regarding issues like leave, compensation, or performance reviews.
- Manager Autonomy in Personnel Decisions:
- Benefits of More Autonomy:
- Faster Decision-Making:Managers have direct knowledge of employee performance and can make quicker hiring or disciplinary decisions.
- Increased Accountability:Managers feel more accountable for team outcomes if they have greater control over personnel.
- Drawbacks of More Autonomy:
- Bias:Unconscious bias can lead to unfair hiring, promotion, or disciplinary actions.
- Lack of Expertise:Managers might not possess the necessary expertise for complex HR tasks like performance management or legal compliance.
- Firing Employees with Dependent Health Issues:
- Legality:Federal and state laws protect employees from discrimination based on disability, which can extend to a family member's disability in some cases.
- Morality:It's unethical and insensitive to penalize an employee for a situation beyond their control.
- Low Morale:Employees might feel anxious, distrustful, and less motivated.
- Reduced Productivity:Concerns about job security can lead to decreased focus and output.
- Unionization:Employees might band together and form a union to advocate for their rights and prevent such practices.
- Reverse Discrimination and Diversity Practices:
- Unconscious Bias Training:Train managers and employees to identify and mitigate unconscious biases in decision-making.
- Standardized Hiring Processes:Develop objective, standardized criteria for job applications, interviews, and performance evaluations.
- Diversity and Inclusion Committees:Establish committees to monitor diversity metrics, promote inclusivity within the workplace, and investigate potential discrimination cases.
- Anonymous Reporting System:Create a safe space for employees to report any discrimination concerns confidentially.