Human Resource Management

This article discusses the activities of human resource management process, ADA act of 1990, and how to plan for HR when workforce demand is greater than the supply. It also explains the provision of ADA act of 1990 and how it is different from other equal employment opportunity laws.

Running head: HUMAN RESOURCE MANAGEMENT 1
Human Resource Management
Name
Institution

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Human Resource Management
1. Delineate clearly and fully the activities of human resource management process
The first human resource activity is strategic human resource planning and
analysis. This involves human resource planning and job analysis. HR planning refers to
a continuous process of planning to achieve maximum utilization of an organization’s
goal. Job analysis, on the other hand, refers to the basic information applied by an
organization for several types of job-related planning. The second activity of the human
resource management process is an equal employment chance which constitutes
affirmative action, diversity, and compliance (Langwell & Heaton, 2016). The third
activity is selecting and hiring employees. Under this, there is job analysis, recruiting,
and selection of qualified employees. The fourth activity is paperwork orientation. After
employees are oriented, the fifth activity is training and development which involves
constitutes training of employees, career planning, and performance management.
Another activity performed by HR is compensation and benefits. This includes salary
administration, incentives, and benefits offered to employees. The HR department also
performs employee performance safety, health, appraisal and security, and controlling
legal challenges. Managing legal issues includes employees’ rights and privacy, and
managing relation related issues.
2. Describe the provision of ADA act of 1990. How is it different from other equal
employment opportunity laws?
The American with disabilities act signed on July 20th, 1990 made it an offense
of federal law to discriminate persons with disability. This act gives similar chances for

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disabled persons in the sectors of employment, public accommodations, state and local
government, transportation, and telecommunication (Fei & Chen, 2015). This law
protects people in the United States with visual, mobility, hearing, and cognitive
disabilities.
Why ADA is different from other EEOC laws
ADA law is different since it also protects disabled people from being
discriminated from telecommunications, public accommodation, and state and local
government public services. On the contrary, other EEOC laws such as ADEA, EPA, and
GINA does not address such issues.
Both Regina and Ed will be compensated. This is because as per the ADA law,
discriminating disabled persons also happens when a firm or an employer treats an
employee less favorable due to a history of disability such as cancer that is remission or
because the employee has a physical impairment that is expected to last for six months or
less (Hill & Goldstein, 2015). Therefore, if both Regina and Ed will not be compensated
it will be termed as disability discrimination as per the ADA law.
3. Disparate treatment is considered as a sign of discrimination. Why is this so? Do you
think it can ever be legal? If so, in what kind of situation? Substantiate your answer with
example.
Disparate treatment is considered as a sign of discrimination because an employee
is treatment special or different from other employees who are in a similar situation
(Kahn & Martin, 2016). This may be because of protected characteristics such as race,

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age, and gender. I think disparate treatment will never be legal. This is because most
organizations have are very corrupt and they only favor people close to them.
4. If you own a business, delineate clearly how you would plan for HR you would need to
carry out the organization’s strategy, especially when workforce demand is greater than
the supply.
I will use the human resource planning to forecast the current and future staffing
needs by coming up with activities and processes that promote employee competencies
within the range provided by the demand and supply estimates. The labor supply needed
by the business may originate within the organization or outside. The strategic HR
planning will assist me to assess the general productivity within the business and weigh if
hiring is expensive compared to improving existing skills employees.

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References
Fei, D., & Chen, X. (2015). The Americans with Disabilities Act of 1990 (ADA)
paratransit cost issues and solutions: case of Greater Richmond Transit Company
(GRTC). Case studies on transport policy, 3(4), 402-414.
Hill, E., & Goldstein, D. (2015). The ADA, disability, and identity. Jama, 313(22), 2227-
2228.
Langwell, C., & Heaton, D. (2016). Using human resource activities to implement
sustainability in SMEs. Journal of Small Business and Enterprise
Development, 23(3), 652-670.
Kahn, K. B., & Martin, K. D. (2016). Policing and race: Disparate treatment, perceptions,
and policy responses. Social Issues and Policy Re-view, 10(1), 82-121.