1 chapter 12 managing individuals and a diverse workforce dr. ellen a. drost
TRANSCRIPT
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Chapter 12Managing Individuals and a Diverse
Workforce
Dr. Ellen A. Drost
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Predicted U.S. Population, by Race, 2010-2050
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Diversity Affirmative Action
Diversity Is Not Affirmative Action
May exist without a program
Broad focus Not legally based Create a positive work
environment Generally accepted
A purposeful, established program
Narrow focus Legal requirement Compensate for past
discrimination Controversial
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To create a positive work environment where…
General Purpose of Diversity Programs
no one is advantaged or disadvantaged no one is advantaged or disadvantaged
“we” is everyone. “we” is everyone.
everyone can do his or her best work. everyone can do his or her best work.
differences are respected and not ignored. differences are respected and not ignored.
everyone feels comfortable. everyone feels comfortable.
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Diversity and Individual Differences
Understand the special challenges that the dimensions of surface-level diversity poses for managers.
Explain how the dimensions of deep-level diversity affect individual behavior and interactions in the workplace.
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Surface and Deep-Level Diversity
Surface-Level DiversitySurface-Level DiversityAgeAge
Race/Race/EthnicityEthnicity
GenderGender
Deep-Level DiversityDeep-Level Diversity
PersonalityPersonality AttitudeAttitudess
Values/BeliefsValues/Beliefs
PhysicalPhysicalCapabilitiesCapabilities
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Surface-Level Diversity
Race/Ethnicity
Race/Ethnicity
Mental orPhysical
Disabilities
Mental orPhysical
Disabilities
Age Gender
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Age• Treating people differently
because of their age
• Performance does not decline with age
• Older employees show better judgment, and are less likely to quit, show up late, or be absent
• Age discrimination is more pervasive than managers think
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Gender• Treating people differently because of
their gender
• Glass ceiling– invisible barrier that keeps women
and minorities from advancing to the top of the organization
• Can be diminished by:– mentoring– stopping unintentional behavior
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GenderWomen’s Earning as a Percent of Men’s
Earnings
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© 2012 Cengage Learning
Women’s Earnings as a Percentage of Men’s, 1979-2008
© 2012 Cengage Learning
Women at Fortune 500 and 1000 Companies
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Race / Ethnicity• Treating people differently because of their
race or ethnicity
• Employment disparities do exist
• Legislation has lessened the problem
• Reduce by:
– eliminating unclear selection and promotion criteria
– training managers who make hiring and promotion decisions
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Mental or Physical Disabilities
• Disability is a mental or physical impairment that substantially limits one or more major life activities
• Disability discrimination means treating people differently because of their disabilities
• Reduce by:– educating to address incorrect stereotypes– committing to reasonable workplace
accommodations– recruiting qualified workers with disabilities
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Reasonable Accommodationsfor Disabled Workers
Physical changesPhysical changes
Quieter workspaceQuieter workspace
Training and other written materialsTraining and other written materials
TTYs for use with telephones, computer hardware and software
TTYs for use with telephones, computer hardware and software
Time off for treatmentTime off for treatment2.42.4
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Incorporating Religion into the Mix• Amric Singh filed a lawsuit against Manhattan’s
police department claiming he was fired for wearing a turban on the job.
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Deep-Level Diversity
“Big Five”Dimensions
of PersonalityCultural dimentions and other work-related values
“Big Five”Dimensions
of PersonalityCultural dimentions and other work-related values
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Big Five Dimensions of Personality
ExtraversionExtraversion
Emotional Stability Emotional Stability
AgreeablenessAgreeableness
ConscientiousnessConscientiousness
Openness to ExperienceOpenness to Experience3.13.1
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Cultural Dimensions (Hofstede, 1984)
Individualism/CollectivismIndividualism/Collectivism
Power DistancePower Distance
Uncertainty AvoidanceUncertainty Avoidance
Masculinity/FemininityMasculinity/Femininity
Long-term/Short-term OrientationLong-term/Short-term Orientation3.13.1
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Organizational PluralityA work environment where:
• All members are empowered to contribute in a way that maximizes the benefits to the organization, customers, themselves
• The individuality of each member is respected by not segmenting or polarizing people based on their membership in a group
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Benefits of the Learning and Effectiveness Diversity Paradigm
Values common groundValues common ground
Makes a distinction between individual and group differencesMakes a distinction between individual and group differences
Less likely to encounter conflict, backlash, and divisivenessLess likely to encounter conflict, backlash, and divisiveness
Focuses on bringing different talent and perspectives togetherFocuses on bringing different talent and perspectives together
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