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Age discrimination in a promotion

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Reference no: EM13522551

1. Application #1:  Age Discrimination in a Promotion?

2. Application #2:  Disparate Impact -What Do the Statistics Mean?

A. How can an organization go about collecting and reporting the statistics presented in Exhibit 2.3?

B. What “rule of thumb” or guidelines would you recommend for deciding whether statistical differences reflect discrimination occurring through the staffing system?

C. What types of staffing activities (recruitment, selection, employment) might be causing the statistical differences? For example, in Exhibit 2.3 the selection rate for men is 50% and for women is 11%. How would the organization collect the data necessary to compute these selection rates, how would you decide if the difference in selection rates (50% vs. 11%) is big enough to indicate possible discrimination, and what sorts of practices might be causing the difference in selection rates?

Reference no: EM13522551

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Summarize the type of additional information you recommend : Summarize the type of  additional information you recommend gathering and using as part of the decision-making process.
Describe the internal labor market of the company in terms : Describe the internal labor market of the company in terms of job stability, promotion paths and rates, transfer paths and rates, demotion paths and rates, and turnover (exit) rates.
What problems might an organization encounter in doing : What problems might an organization encounter in doing an AAP that it might not encounter in regular staffing planning?
Why are decisions about job categories and levels so critic : What are the types of experiences, especially staffing-related ones, that an organization will be likely to have if it does not engage in HR and staffing planning?
Age discrimination in a promotion : What “rule of thumb” or guidelines would you recommend for deciding whether statistical differences reflect discrimination occurring through the staffing system?
Does an organization have any ethical responsibility to : Does an organization have any ethical responsibility to share with all of its employees the results of its forecasting of HR requirements and availabilities? Does it have any ethical responsibility not to do this?
Diferences between staffing in the private and public sector : What are the differences between staffing in the private and public sectors? Why would private employers probably resist adopting many of the characteristics of public staffing systems?
What are the limitations of disparate impact statistics as : Do you agree that “the employer usually has the upper hand” when it comes to establishing the employment relationship? When might the employee have maximum power over the employer?
Would it make sense to staff the plant initially with : Would it make sense to staff the plant initially with a flexible workforce by using temporary employees and then shift over to a core workforce if it looks like the plant will be successful?

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