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“The best reason for believing that more women will be in charge before long is that in a ferociously competitive global economy, no company can afford to waste valuable brainpower simply because it’s wearing a skirt.”
A. Fisher, Fortune Magazine, 1992
This case can be analyzed from a number of perspectives. I will leave the issues of legal liability and Employment Law to the experts on our panel. Obviously, the actions of Henry Hyhatt and the management of TSM violate our norms of organizational decency and fair play. I will comment briefly on the sheer stupidity of Hyhatt and Turner’s decisions from a Human Resource Management and business point of view. Then I will direct my observations to the many ways in which the assumptions, attitudes, and behaviors of the characters in our case can be illuminated by our understanding of deeply ingrained cognitive and cultural processes. It is through understanding the interactions of legal, human resource, business, ethical, psychological, and cultural factors in employment injustice, that we may begin to move forward to integrated, comprehensive, win-win solutions.
Business and human resource strategy
One of the most talked-about marketplace problems as we enter the 21st Century is the projected shortage of highly skilled labor. The challenges of global competition and the post-industrial economy have transformed Human Resource Management into a central force at the heart of the organization. The scarcity of technical and managerial talent and the competition for talent everywhere in the world for deployment anywhere in the world have forced companies to view diversity as a bus ...