By Wayne F Cascio
Interdisciplinary and research-based in method, this quantity integrates mental idea with instruments and techniques for facing human source difficulties in organisations and for making agencies more beneficial and extra fulfilling as locations to paintings. It displays the cutting-edge in group of workers psychology and the dramatic alterations that experience lately characterised the sector, and descriptions a forward-looking, revolutionary version towards which HR experts should still target. The authors research agencies, paintings, and utilized psychology, the legislations and human source administration, the platforms procedure, standards, functionality administration, measuring and reading person modifications, equity in employment judgements, reading jobs and paintings, strategic crew making plans, recruitment and preliminary screening, managerial choice, education and improvement, concerns in layout and foreign dimensions of utilized psychology. For human source pros and others inquisitive about group of workers judgements.
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Extra info for Applied Psychology in Human Resource Management (6th Edition)
To use it. an em ployer would need to show that applicants must meet the heIght requirement in order to be able [0 perform the job. These two forms of illegal discrimination are illustrated graphically in Figure 2-3. J, Applied Psychol og y in Human Resource Management U n i ntentional Discrimination: Intentional Discrimination: Same standards, different Reta liation consequences for different groups LEGAL FRAMEWORK FOR CIVIL RIGHTS REQUIREMENTS Employers in the public and private sectors, employment agencies, unions, and joint labor-management committees controlling apprentice programs are subject to the various nondiscrimination laws.
2. , by restructuring job and training programs, modifying work schedules, or purchasing new equipment that is "user friendly" to blind or deaf people). e .. individuals with disabilities who can perform the essential functions of a job with or without reasonable accommodation) must be considered for employment. Practices such as the following may facilitate the process (Cascio. 1 993e): • Obtaining expressions of commitment by top management to accommodate workers with disabilities • Assigning a specialist within the EEO/Affirmative Action section to focus on "equal access" for persons with disabilities • Centralizing recruiting, intake, and monitoring of hiring decisions • Identifying jobs or task assignments where a specific disability is not a bar to employment • Developing an orientation process for workers with disabilities, supervisors, and coworkers • Publicizing successful acwmmodation experiences within the organization and among outside organizations • Providing in-service training to a l l employees and mana gers about the firm's "equal access" policy and how to distinguish "essential" from "margina\" job functions C H A PTE R 2 lh� La w and Human Resource Management 2��' • Conducting outreach recruitment to organizations that can refer job applicants with dis • Reevaluating accommodations on a ahilities 3.
Color. religion. sex, or national origin. Note that race and color are not synonymous. Under federal law discriminating against people because of the shade of their skin- so-called intrarace or appearance . 4. j Ct , Applied Psychology in Human Resource Management discrimination - is distinct from, but just as illegal as, racial discrimination. For example, whites can be guilty of color discrimination, but not racial discrimination, if they favor hiring light-skinned over dark-skinned blacks. This issue is growing in importance as the sheer number of racial blends increases (Valbrun, 2(03).