Increased Workforce Diversity by Race, Gender, and Age and Equal Employment Opportunity Laws: Implications for Human Resource Development

Increased Workforce Diversity by Race, Gender, and Age and Equal Employment Opportunity Laws: Implications for Human Resource Development

Shani D. Carter
Copyright: © 2019 |Pages: 26
DOI: 10.4018/978-1-5225-7510-8.ch009
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Abstract

This chapter reviews how the passage of United States federal Equal Employment Opportunity laws between 1960 and 2000 related to race, gender, age, and national origin led to increased diversity of the labor force in gender, race, and ethnicity, an increase which is ongoing. Data from the U.S. Departments of Labor and Census indicate these laws substantially increased the percentage of Black, Hispanic and Asian and female workers. Between 2003 and 2013, the percentage of the labor force that is women, Black, Hispanic and Asian continued to increase, with the largest gains being of Hispanic and Asian employees. The chapter demonstrates how utilizing diversity improves the research and practice of HRD. This increasing diversity requires practitioners to rethink the methods they use to deliver training and development programs. Further, researchers should examine how the increased diversity impacts all areas of HRD, such as training, mentoring, and work-life balance.
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Hrd, Increased Diversity, And Eeo Legislation

Overview of Relationship of EEO and HRD

During the last 40 years, there has been significant growth in the percentage of employees who are Black, Hispanic, Asian, and women. In addition there is a continued shift in the age composition of the labor force due to the aging of the large Baby Boomer generation. The labor force will continue to change significantly in the coming decades.

These demographic changes in the composition of the labor force will require organizations to tailor their HRD strategies to meet the needs of the diverse employees who will enter employment. It is critical that organizations manage diversity in a way that is deliberate and planned, and that the programs have CEO support to be successful (Ng, 2008). CEO’s who use transformational or transactional leadership have been found to be successful in implementing diversity programs (Ng & Sears, 2012).

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