Document Type
Article
Publication Date
1991
Publication Title
Human Resource Planning Journal
Volume
14
Issue
3
Pages
177-182
Abstract
Affirmative action emerged during the 1960s as a government-mandated strategy for rectifying the effects of past discrimination. Although the goal of providing equal opportunity for all citizens regardless of race or gender has never been questioned seriously, controversy has swirled around affirmative action with claims by nonminorities of "reverse discrimination" and complaints by employers of coercion to hire unqualified job applicants. This paper examines the relevance of affirmative action for the 1990s in light of changes in public policy and changes in society. It suggests that the judicious use of affirmative action can increase a company's competitiveness in increasingly diverse product and labor markets.
Recommended Citation
Scott, Dow and Little, Beverly L.. Affirmative Action: New Interpretations and Realities. Human Resource Planning Journal, 14, 3: 177-182, 1991. Retrieved from Loyola eCommons, School of Business: Faculty Publications and Other Works,
Creative Commons License
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Copyright Statement
© 1991 HR People + Strategy.
Comments
Author Posting. © 1991 HR People + Strategy. This article is posted here by permission of HR People + Strategy for personal use, not for redistribution. The article was published in Human Resource Planning Journal, Volume 14, Issue 3, 1991. http://www.hrps.org/?page=PeopleStrategy.