Legal Issues Overview

Transcription

1 Legal Issues Overview

2 When in the least bit of doubt, consult with an attorney who specializes in employment law! You and your organization can be sued for your actions as an HR manager!

3 Protected Class: Any group identified by discrimination laws, executive orders, or regulations Examples include, but are not necessarily limited to: Race Color Sex (Gender) Religion National origin Age Disability status Veterans Some states and municipalities recognize additional protected groups

4 Major Components in Legal Environment for HRM at Federal Level U.S. Constitution Acts of Congress ( Laws ) Executive Orders Case Law Guidelines/Regulations* *Note: Guidelines from regulatory agencies are NOT laws, but because of the way court rulings have treated them, the guidelines/regulations often have the force of law.

5 Societal Problems Constitution, Laws, & Executive Orders Regulatory Agencies - Regulations & Enforcement Actions (Adapted from Ledvinka, 1982) Courts Case Law

6 Primary Regulatory Agencies for EEO Equal Employment Opportunity Commission (EEOC; an independent agency) Office of Federal Contract Compliance Programs (OFCCP; housed in U.S. Dept. of Labor) Department of Justice (DOJ)

7 Example: Genetic Information Nondiscrimination Act of 2008

8 Test Your Knowledge Which of the following is covered under Title VII of the Civil Rights Act? A. A group of Hispanic applicants claim that they were discriminated against during the hiring process. B. A gay man charges that he was discriminated against as reflected in his performance evaluation. C. A group of women claim they were denied training opportunities that their male counterparts received D. A group of older workers claim they were laid-off disproportionately in comparison to younger workers. A, B, & C (as of 2015) (Noe, Hollenbeck, Gerhart, & Wright, 2009)

9 Current EEOC Litigation Statistics

10 Six Dimensions for EEO Laws 1. Protected classes (Who has rights?) 2. Covered entities (Who has duties?) 3. Covered practices (Which practices are prohibited?) 4. Administrative procedures (How do claims reach court?) 5. Remedies (What are the penalties for breaking the law?) 6. Judicial scenarios (How are claims decided at trial?) (Gutman, Koppes, & Vodanovich, 2011, p. xxvi)

11 Example: Six Dimensions Applied to 1964 CRA Title VII Dimension Protected classes Title VII Example Race, color, religion, sex, & national origin. All members of each class are protected. Covered entities Private, state, local, and federal entities that employ 15 or more employees in each of 20 weeks of current or prior year. Covered practices Administrative procedures Remedies Judicial scenarios Nondiscrimination (terms/conditions, segregation/classification, and retaliation) and religious accommodation. EEOC procedures: statute of limitations = 300 days in deferral states & 180 days in nondeferral states. Equitable relief and capped legal relief. McDonnell-Burdine and mixed-motive scenarios for individuous disparate treatment, class-wide pattern or practice; adverse impact; statutory defenses, including BFOQ, BFSS, and undue hardship for sincerely held religious beliefs. (Gutman, Koppes, & Vodanovich, 2011, Table 1.1, p. 5)

12 Disparate Treatment & Disparate Impact Disparate Treatment Differing treatment of individuals based on the individuals race, color, religion, sex, national origin, age, or disability status. Often implies intent. (Noe et al., 2009) Disparate or Adverse Impact facially neutral selection criteria that disproportionately exclude higher percentages of one group relative to another. (Gutman et al, 2011, p. 9). Plaintiffs do not have to show discrimination was intentional.

13 Applying the Four-Fifths Rule to Indicate Disparate Impact (Noe, Hollenbeck, Gerhart, & Wright, 2009, p. 70)

14 Defense Typical defenses in Title VII and other EEO cases include, but are not limited to: Job relatedness of selection procedures Business necessity Bona Fide Occupational Qualifications (BFOQs) Bona Fide Seniority Systems (BFSS) National security (Gutman, Koppes, & Vodanovich, 2011)

15 Test Your Knowledge True or False? During an interview it is legal to ask only women if they have child-care needs. Hiring only men to model male underwear is legal. If a company unintentionally hires a disproportionate number of nonminorities, they can be held liable for discrimination. Organizations can screen candidates using a test that reliably predicts on-the-job performance. (Noe, Hollenbeck, Gerhart, & Wright, 2009)

16 Example: Shifting Burden of Proof in a Federal Title VII Case (Guion & Highhouse, 2006, p. 97)

17 Example of Current Legal Principles in Employment Adverse impact may appear at any or all stages of a multistage selection or promotion decision process. It should be examined at every point at which it may appear. If there is no adverse impact at a particular step, there is no requirement that a selection procedure represented in that step be job-related. MQs [Minimum Qualifications] represent a stage in a selection process and should be considered as vulnerable to challenge as a traditional predictor would be. (Landy, Gutman, & Outtz, 2010, p. 630)

18 Example of Current Legal Principles in Employment Companies using Internet recruitment should understand the definition of Applicant and be prepared to defend qualifications listed in the job description as well as procedures used to screen applicants. (Landy, Gutman, & Outtz, 2010, p. 629)

19 Affirmative Action Equal employment opportunity and affirmative action are NOT the same thing in the world of HR! Legal origin for affirmative action programs is Executive Order #11246

20 Categories of Affirmative Action Passive Nondiscrimination Eliminate discriminatory procedures and irrelevant barriers. Active Recruiting Take steps to actively seek out qualified members of protected groups Minority preference Explicitly use protected status as a factor in decision making; special consideration due to societal debt Proportional Hiring ( Quota Approach ) Set explicit numerical objectives; reserve openings for protected group members; issues of absolute bar and past history of discrimination ; unless under a court order, this approach is barred in the U.S. for most circumstances (Seligman, 1973)

21 Supreme Court Tests on Voluntary Affirmative Action Programs Title VII Cases Affirmative Action Program purpose as remedial in nature but company does not have to admit past history of discrimination may not unnecessarily trample interests of fellow workers may not constitute an absolute bar to majority group members parts must be reasonable. (Kleiman & Faley, 1988)

22 Example of Principles to Make Employment Decisions Defensible Organizations must be prepared to defend job descriptions and procedures used to screen applicants even online applicants Adverse impact may appear at any stage of a multi-stage screening process. Minimum qualifications are considered a stage in the selection process and may be challenged. Consider alternative procedures that may have similar validity and less adverse impact. Work analysis should proceed use of any selection procedure. Validation and criterion evidence can come in many forms. Cut scores should have a rational basis. (Landy, Gutman, & Outtz, 2010, pp )

23 Sexual Harassment is: Any sexually-based behavior that is knowingly unwanted and either: has an adverse effect on a person s employment status, interferes with a person s job performance, or creates a hostile or intimidating work environment Prepared by the Society for Industrial and Organizational Psychology - SIOP

24 The Law on Sexual Harassment Illegal under the Civil Rights Act of First quid pro quo ruling First Supreme Court hostile environment ruling Clarence Thomas/Anita Hill hearings Prepared by the Society for Industrial and Organizational Psychology - SIOP

25 Personal and Situational Characteristics Affecting Perceptions of Harassment Harassment is more likely to be perceived when: the target is female and the perpetrator is male the target has less power than the perpetrator the behavior is repeated request by the target for behavior to stop negative consequences follow the target suffers emotional or stress-related symptoms the organization has been soft on perpetrators in the past Prepared by the Society for Industrial and Organizational Psychology - SIOP

26 Event A male supervisor frequently goes out to lunch with his male subordinates. His female subordinates are rarely asked. He also plays basketball on weekends with several of the other males. He appears to treat both males and females equally in discussions, but everyone in the office is aware that he always gives better work assignments and higher raises to the male subordinates. Is this a case of sexual harassment? Probably not treated as sexual harassment Prepared by the Society for Industrial and Organizational Psychology - SIOP

27 Event 2 A female co-worker has a desk near the water fountain. Male co-workers frequently stop at the fountain on Monday mornings and discuss their weekends. Much of this discussion includes detailed replays of their sexual activity and often includes derogatory or sexist remarks about their women partners. While they never speak to the female coworker, she can overhear them. She has repeatedly asked them to stop, and she has begun to dread coming in to work on Mondays. Is this a case of sexual harassment? Probably treated as sexual harassment hostile work environment Prepared by the Society for Industrial and Organizational Psychology - SIOP

28 Things to Do Provide a clear description to all employees of prohibited conduct Assure that those who provide information or file complaints will be protected against retaliation Have a clear, well-known process to handle complaints The complaint process needs to handle investigations in a timely, thorough, and fair manner If complaint is supported, take immediate and appropriate corrective action. (Landy, Gutman, & Outtz, 2010, p. 643)