Employee Miscommunication

Objective: adapt the requirements of employee rights and social equity to diagnose a situation
where an African employee and a Latina employee are accusing each other of discrimination
against each other based on race and gender, and design an employee counseling plan to resolve
this issue

Chapter 14 along with chapter 15 (Borrego & Johnson), which are the assigned readings, have
the content that is required in the assignment. You will also use one page from the Public
Personnel Management book. The readings contain the information necessary to complete the
summary/background. There should be no problem completing the minimum 3-page minimum.
Both chapters have the information necessary for completion of the analysis and
recommendations. Both the analysis and recommendations are based on the readings. Opinion
that is not based on the readings will not count towards the successful completion of the
assignment. For this assignment use Example 15:2: Cross-Cultural Miscommunication on page 323 of the Cultural Competence Book as the situation you are trying to resolve.

Format for Employee Problem Resolution Plan

Situation: Short summary of the situation: Example 15.2 Cross-Cultural Miscommunication –
page 323 – Borrego & Johnson – Chapter 15 Issue: what is the issue or what is the problem. What type of employee problem is this?

Summary/Background (The material comes from the readings and the legislation that applies)

Borrego and Johnson: Chapter 14
1. Defining the Types of Employee Problems
2. Irresolvable Employee-to-Employee Problems
3. Emerging Context for Cross-Cultural Problems
4. Start and End with Assistance from the Human Resource Office
5. Discovering the Real Problem or Issue
6. Working through Emotionally Charged Issues
7. Communicating to Resolve Issues
8. Moving Beyond the Issues

Borrego and Johnson: Chapter 14
1. When to Use Human Resources in Trouble Shooting Difficult Issues
a. Traditional Role of the HR Office in Troubleshooting Difficult Issues
b. Using Human Resources to Troubleshoot Difficult Issues in a Culturally Competent Organization
c. Setting the Stage for Using Human Resources as an Impartial Mediator
d. Using Human Resources as an Early Warning System

Public Personnel Management: page 161 Table 7.1

1. Which legislation applies to this situation and why?

Analysis:
How serious is the problem?
Did one person create the problem or did both?
Is this a cultural competence problem where two individuals are misinterpreting the
social/work cues? What is the real problem and how does each individual contribute to the problem?
How do you work through emotionally charged issues? How do you communicate to resolve issues?
How do you move beyond the issues?
Recommendation – this has to be in line with Human Resources or Personnel regulations and practice
Describe your plan for resolving this employee problem. List at least 5 recommendations to resolve this situation. The steps you would take to solve this problem. (This is based on your summary/background and analysis)
What are the organizational implications if the problem continues?
How do you get each employee to see his/her part of the solution?