NCJ Number
86004
Date Published
1982
Length
60 pages
Annotation
This book describes the components of an effective Equal Employment Opportunity/Affirmative Action Program (EEO/AAP), explaining the statistical and narrative analyses of personnel practices which form the foundation for EEO/AAP goals.
Abstract
EEO laws clearly apply to State courts, whose traditional lack of control over the personnel system does not necessarily exclude it (or members of the bench and administrative staff) from potential liability. EEO generally characterizes the actions and attitudes of administrators and supervisors authorized to make employment decisions, whereas AA denotes the duty to correct discriminatory employment practices. The court officer responsible for preparing the EEO plan will depend upon the court system's administrative structure. To implement an effective EEO/AAP, court managers should first issue a written policy statement, then appoint an official to implement the program. They should publicize the policy statement externally and internally and conduct an analysis of the court system's current workforce and employment practices. The final steps involve monitoring, evaluating, and reporting on the court's progress and developing support programs. Utilization analysis and adverse impact analysis are useful in pointing out barriers to full employment of minorities and women. Court systems with 50 or more employees should perform both analyses annually and maintain detailed personnel records. Methods of calculating EEO disparities, with illustrative charts, are provided. The narrative analysis assesses the procedures for initial hiring, promotion, training, assignment, demotion, discipline, and layoff, as well as listing all benefits of employment. Through the narrative analysis court managers can see the nature of obstacles to employment opportunities and the rationale for proposed remedies. Appendixes include brief descriptions of EEO laws and sample forms. Footnotes are provided.