© 2010 Cengage/South-Western. All rights reserved. Chapter 13: SUPERVISING A DIVERSE WORKFORCE Leonard: Supervision 11e

© 2010 Cengage/South-Western.All rights reserved.

Chapter 13:Chapter 13:SUPERVISING A DIVERSE SUPERVISING A DIVERSE WORKFORCEWORKFORCELeonard: Supervision 11eLeonard: Supervision 11e

Chapter 13:Chapter 13:SUPERVISING A DIVERSE SUPERVISING A DIVERSE WORKFORCEWORKFORCELeonard: Supervision 11eLeonard: Supervision 11e

© 2010 Cengage/South-Western. All rights reserved. 13–2

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO:TO:1.1. Define the concept of workforce diversity.Define the concept of workforce diversity.

2.2. Identify the major categories of legally protected Identify the major categories of legally protected employees and general guidelines for supervising employees and general guidelines for supervising diversity.diversity.

3.3. Explain the issues involved in supervising racial/ethnic Explain the issues involved in supervising racial/ethnic minority employees.minority employees.

4.4. Discuss factors that are particularly important when Discuss factors that are particularly important when supervising female employees.supervising female employees.

5.5. Identify and discuss the legal and other considerations Identify and discuss the legal and other considerations of supervising employees with physical and mental of supervising employees with physical and mental disabilities.disabilities.


AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO: (cont’d)TO: (cont’d)

AFTER STUDYING THIS AFTER STUDYING THIS CHAPTER, YOU WILL BE ABLE CHAPTER, YOU WILL BE ABLE TO: (cont’d)TO: (cont’d)6.6. Discuss the considerations of supervising older Discuss the considerations of supervising older

workers.workers.

7.7. Provide examples of religious accommodations. Provide examples of religious accommodations.

8.8. Recognize several pressures faced by supervisors Recognize several pressures faced by supervisors who are members of protected groups.who are members of protected groups.

9.9. Explain the issue of reverse discrimination.Explain the issue of reverse discrimination.

10.10. Understand how to supervise a diverse workforce.Understand how to supervise a diverse workforce.


Managing Diversity Is the Bottom-Line Managing Diversity Is the Bottom-Line ConcernConcern

• Diversity ManagementDiversity Management Includes legal, demographic, economic, and political Includes legal, demographic, economic, and political

consideration.consideration. Touches virtually all aspects of a firm’s operations, Touches virtually all aspects of a firm’s operations,

especially on the supervisory level.especially on the supervisory level. Has become an area of vital importance to a firm’s Has become an area of vital importance to a firm’s

long-term success and bottom-line results.long-term success and bottom-line results.


Protected-Group Employees and Protected-Group Employees and Supervising DiversitySupervising Diversity

• Protected-Group EmployeesProtected-Group Employees Are classes of employees afforded certain legal Are classes of employees afforded certain legal

protections in their employment situations.protections in their employment situations.

• Classifications of Protected-Group EmployeesClassifications of Protected-Group Employees Racial/ethnic originRacial/ethnic origin Sex (gender, e.g., women)Sex (gender, e.g., women) Physical or mental disability (disabled, handicapped)Physical or mental disability (disabled, handicapped) Age (over 40)Age (over 40) ReligionReligion Military service (Vietnam-era or other veterans)Military service (Vietnam-era or other veterans)


Protected-Group Employees and Protected-Group Employees and Supervising Diversity (cont’d)Supervising Diversity (cont’d)

• Laws and regulations do not prevent a Laws and regulations do not prevent a supervisor from taking disciplinary action against supervisor from taking disciplinary action against protected-group employees.protected-group employees.

• The The OUCHOUCH Test in Supervising Employees Test in Supervising Employees OObjective (measures all employees alike)bjective (measures all employees alike) UUniform in application (applies to all employees)niform in application (applies to all employees) CConsistent in effect (affects all employees alike)onsistent in effect (affects all employees alike) HHave job relatedness (affects job performance)ave job relatedness (affects job performance)


Supervising Racial and Ethnic Supervising Racial and Ethnic MinoritiesMinorities

• Barriers for MinoritiesBarriers for Minorities Lack of role modelsLack of role models Limited mentoring opportunitiesLimited mentoring opportunities Exclusion from informal networksExclusion from informal networks Stereotypes or preconceptions based on race or Stereotypes or preconceptions based on race or

ethnicityethnicity The perception that the corporate culture favors The perception that the corporate culture favors

nonminoritiesnonminorities

• Cultural CompetencyCultural Competency The ability to adapt to a variety of cultural The ability to adapt to a variety of cultural

communities.communities.


Supervising Racial and Ethnic Supervising Racial and Ethnic Minorities (cont’d)Minorities (cont’d)

• Understanding Discrimination’s EffectsUnderstanding Discrimination’s Effects Minority employees may resent supervisors of Minority employees may resent supervisors of

different racial /ethnic backgrounds.different racial /ethnic backgrounds. Supervisors must be sensitive to minority employees Supervisors must be sensitive to minority employees

who may have experienced discriminatory treatment who may have experienced discriminatory treatment or who believe that they are currently experiencing or who believe that they are currently experiencing discrimination.discrimination.

If a minority employee’s resentment interferes with job If a minority employee’s resentment interferes with job performance, the supervisor should refer the performance, the supervisor should refer the employee to the human resources department or to employee to the human resources department or to an EAP counselor, when available.an EAP counselor, when available.



• Appreciating Cultural DifferencesAppreciating Cultural Differences It is the supervisor’s job to exert special efforts to It is the supervisor’s job to exert special efforts to

reduce the effects of differences in ethnic/cultural reduce the effects of differences in ethnic/cultural backgrounds that can contribute to prejudicial backgrounds that can contribute to prejudicial attitudes and treatment of minority employees.attitudes and treatment of minority employees.

• Overcoming Language DifficultiesOvercoming Language Difficulties Employers sponsor English improvement and Employers sponsor English improvement and

business English courses for minority employees.business English courses for minority employees. In many parts of the United States, the English In many parts of the United States, the English

language is the minority language, and a bilingual language is the minority language, and a bilingual person is a valuable asset.person is a valuable asset.



• Being Fair in All Supervisory Actions and Being Fair in All Supervisory Actions and DecisionsDecisions If a minority employee complains of harassment or If a minority employee complains of harassment or

discriminatory treatment by a fellow employee, discriminatory treatment by a fellow employee, supervisor, or some other person, the supervisor supervisor, or some other person, the supervisor must treat that complaint as a priority.must treat that complaint as a priority.

• Cultural CompetencyCultural Competency The ability to adapt to a variety of cultural The ability to adapt to a variety of cultural

communities.communities.


Supervising WomenSupervising Women

• Entry of Women into Many Career FieldsEntry of Women into Many Career Fields The combined effects of antidiscrimination laws and The combined effects of antidiscrimination laws and

affirmative-action programs and the increasing affirmative-action programs and the increasing number of women in the workforce have led women number of women in the workforce have led women into jobs that were dominated by men.into jobs that were dominated by men. Financiers, scientists, engineers, utility repair specialists, Financiers, scientists, engineers, utility repair specialists,

sales and technical representatives, accountants, and sales and technical representatives, accountants, and managers.managers.

When women do assume craft or other physically When women do assume craft or other physically demanding jobs, changes may occur.demanding jobs, changes may occur.


Supervising Women (cont’d)Supervising Women (cont’d)

• Supervisory Actions to Reduce Negative Supervisory Actions to Reduce Negative Reactions to WomenReactions to Women Inform the men about the arrival of the woman so that Inform the men about the arrival of the woman so that

her presence does not come as a surprise.her presence does not come as a surprise.

Make it clear that disciplinary action will be taken if Make it clear that disciplinary action will be taken if this woman, or any female employee, is ignored or this woman, or any female employee, is ignored or subjected to abuse or harassment.subjected to abuse or harassment.

Make it clear that any woman taking a previously all-Make it clear that any woman taking a previously all-male job will be afforded a realistic opportunity to male job will be afforded a realistic opportunity to succeed based on her ability to perform the job.succeed based on her ability to perform the job.


Supervising Women (cont’d)Supervising Women (cont’d)

• Balancing Work–Life IssuesBalancing Work–Life Issues Many large organizations and some smaller ones Many large organizations and some smaller ones

have developed a family-friendly culture.have developed a family-friendly culture. Supervisors must be diligent and observant and Supervisors must be diligent and observant and

aware of the “baggage” that employees bring to the aware of the “baggage” that employees bring to the workplace.workplace.


Sexual-Harassment andSexual-Harassment andSexual-Stereotyping IssuesSexual-Stereotyping Issues

• Sexual HarassmentSexual Harassment Is unwelcome sexual advances, requests, or conduct Is unwelcome sexual advances, requests, or conduct

when submission to such conduct is tied to the when submission to such conduct is tied to the individual’s continuing employment or advancement, individual’s continuing employment or advancement, unreasonably interferes with job performance, or unreasonably interferes with job performance, or creates a hostile work environment.creates a hostile work environment.

Can be male on female, female on male, male on Can be male on female, female on male, male on male, female on female.male, female on female.

• Many firms have developed sexual harassment Many firms have developed sexual harassment policy statements and training programs.policy statements and training programs.


Sexual-Harassment andSexual-Harassment andSexual-Stereotyping Issues (cont’d)Sexual-Stereotyping Issues (cont’d)

• Liability for HarassmentLiability for Harassment

An employer is liable if the sexual harassment of An employer is liable if the sexual harassment of employees is condoned or overlooked or fails to lead employees is condoned or overlooked or fails to lead to corrective actions by management.to corrective actions by management.

Reprimand and discipline of offending employees and Reprimand and discipline of offending employees and supervisors are recommended courses of action.supervisors are recommended courses of action.

Supervisors should avoid and strongly discourage Supervisors should avoid and strongly discourage sexual language, innuendos, and behavior that is sexual language, innuendos, and behavior that is inappropriate in the work environment.inappropriate in the work environment.



• Sexual StereotypingSexual Stereotyping Is the use of demeaning language or judgments, Is the use of demeaning language or judgments,

usually by men toward women.usually by men toward women.

• Many assertions about female employees are Many assertions about female employees are inaccurate.inaccurate. A supervisor should not make supervisory decisions A supervisor should not make supervisory decisions

based on sexual stereotypes.based on sexual stereotypes.



• Training and Development Opportunities for Training and Development Opportunities for WomenWomen Offer women employees equal access to training and Offer women employees equal access to training and

development activities.development activities. Encourage those employees with potential to develop Encourage those employees with potential to develop

their skills.their skills. Provide women employees with training and Provide women employees with training and

development opportunities focused on enhancing development opportunities focused on enhancing their self-esteem, communication skills, and career their self-esteem, communication skills, and career development to help them overcome “the glass development to help them overcome “the glass ceiling” barrier.ceiling” barrier.


Sexual-Stereotyping IssuesSexual-Stereotyping Issues

• Pregnancy and Family CarePregnancy and Family Care The Pregnancy Discrimination Act of 1978, which The Pregnancy Discrimination Act of 1978, which

amended the 1964 Civil Rights Act, requires that amended the 1964 Civil Rights Act, requires that pregnancy be treated no differently from illnesses or pregnancy be treated no differently from illnesses or health disabilities if an employer has medical benefits health disabilities if an employer has medical benefits or a disability plan.or a disability plan.

Most employers have policies that allow a pregnant Most employers have policies that allow a pregnant employee to work as long as she and her physician employee to work as long as she and her physician certify that it is appropriate.certify that it is appropriate.

These policies also grant the pregnant employee a These policies also grant the pregnant employee a leave of absence until she can return to work.leave of absence until she can return to work.


Sexual-Stereotyping Issues (cont’d)Sexual-Stereotyping Issues (cont’d)

• Family and Medical Leave Act Family and Medical Leave Act (FMLA)(FMLA) A woman employee must be A woman employee must be

granted up to twelve weeks of granted up to twelve weeks of unpaid leave related to the birth unpaid leave related to the birth of her child.of her child.

Health-care coverage must be Health-care coverage must be continued during this period.continued during this period.

The employee must be returned The employee must be returned to her former position or a to her former position or a comparable position when she comparable position when she returns to work.returns to work.


Sexual-Stereotyping Issues (cont’d)Sexual-Stereotyping Issues (cont’d)

• Equal Pay Act of 1963Equal Pay Act of 1963 Requires that men and women performing equal work Requires that men and women performing equal work

must receive equal pay.must receive equal pay.

• Equitable CompensationEquitable Compensation Comparable worth:Comparable worth: the concept that jobs should be the concept that jobs should be

paid at the same level when they require similar skills paid at the same level when they require similar skills or abilities.or abilities.

• Labor Market-related Sources of Pay InequitiesLabor Market-related Sources of Pay Inequities Competition for labor by employersCompetition for labor by employers Union labor ratesUnion labor rates


Supervising Employees with Supervising Employees with DisabilitiesDisabilities

• Rehabilitation Act of 1973Rehabilitation Act of 1973

Identified people with disabilities as a group that was Identified people with disabilities as a group that was to receive special consideration in employment and to receive special consideration in employment and other organizational areas.other organizational areas.

Requires certain employers doing business with the Requires certain employers doing business with the federal government and federal agencies to develop federal government and federal agencies to develop affirmative-action programs and to affirmative-action programs and to reasonably reasonably accommodateaccommodate the employment of such persons. the employment of such persons.


Supervising Employees with Supervising Employees with Disabilities (cont’d)Disabilities (cont’d)

• Americans with Disabilities Act (ADA) of 1990Americans with Disabilities Act (ADA) of 1990 Applies to employers with fifteen or more employees Applies to employers with fifteen or more employees

and identifies coverage for people with disabilities.and identifies coverage for people with disabilities. Requires employers to provide access to public Requires employers to provide access to public

spaces for people with disabilities.spaces for people with disabilities. Requires employers to make necessary alterations to Requires employers to make necessary alterations to

public accommodations and commercial facilities for public accommodations and commercial facilities for accessibility by people with disabilities.accessibility by people with disabilities.



• Qualified Disabled IndividualQualified Disabled Individual Defined by the Americans with Disabilities Act (ADA) Defined by the Americans with Disabilities Act (ADA)

as someone with a disability who can perform the as someone with a disability who can perform the essential components of a job with or without essential components of a job with or without reasonable accommodation.reasonable accommodation.

• Reasonable AccommodationReasonable Accommodation Altering the usual ways of doing things so that an Altering the usual ways of doing things so that an

otherwise qualified disabled person can perform the otherwise qualified disabled person can perform the essential job duties, but without creating an undue essential job duties, but without creating an undue hardship for the employer.hardship for the employer.



• Complying with the ADAComplying with the ADA Conduct training programs for supervisors who carry Conduct training programs for supervisors who carry

responsibility in making the necessary adjustments.responsibility in making the necessary adjustments. Do not require a pre-employment medical Do not require a pre-employment medical

examination with the exception of a drug test.examination with the exception of a drug test. Do not make any type of pre-employment inquiries Do not make any type of pre-employment inquiries

about the nature of an applicant’s disability.about the nature of an applicant’s disability. When discussing job requirements, do not mention When discussing job requirements, do not mention

the applicant’s disability or medical record.the applicant’s disability or medical record. Revise job descriptions to include the essential Revise job descriptions to include the essential

functions of each job.functions of each job.


Supervisor and Employee AttitudesSupervisor and Employee Attitudes

The type of disability an employee has The type of disability an employee has may affect a supervisor’s leadership may affect a supervisor’s leadership style. For example, employees who are style. For example, employees who are mentally disabled may require somewhat mentally disabled may require somewhat close and direct supervision. close and direct supervision.

Much research has shown that Much research has shown that individuals with disabilities make individuals with disabilities make excellent employees, provided they are excellent employees, provided they are placed in jobs where their abilities can be placed in jobs where their abilities can be adapted and used appropriately. adapted and used appropriately.


Supervising Older WorkersSupervising Older Workers

• The Age Discrimination in Employment Act The Age Discrimination in Employment Act (ADEA)(ADEA) Applies to employers with twenty or more employees.Applies to employers with twenty or more employees. Prohibits discrimination in employment for most Prohibits discrimination in employment for most

individuals over age 40.individuals over age 40. Mandatory retirement ages are illegal for most Mandatory retirement ages are illegal for most

employees.employees.


Supervising Older Workers (cont’d)Supervising Older Workers (cont’d)

• Supervisors should be aware that:Supervisors should be aware that: Decisions to not promote, demote or terminate older Decisions to not promote, demote or terminate older

workers should be documented with sound, objective workers should be documented with sound, objective performance appraisals.performance appraisals.

Older workers may reject them and resist changing Older workers may reject them and resist changing their habits and learning new ways.their habits and learning new ways.

Older workers may be able to compensate for Older workers may be able to compensate for declines in physical and mental abilities by using declines in physical and mental abilities by using their experience.their experience.

Older workers may view retirement with anxieties.Older workers may view retirement with anxieties.


Supervising Employees with Supervising Employees with Differing Religious BeliefsDiffering Religious Beliefs

• The Civil Rights Act and EEO requirements:The Civil Rights Act and EEO requirements: Employers generally may not discriminate in Employers generally may not discriminate in

employment practices because of an individual’s employment practices because of an individual’s religious beliefs.religious beliefs.

Employers must make reasonable accommodations Employers must make reasonable accommodations for employees with differing religious beliefs.for employees with differing religious beliefs.

Employers are obligated to prevent practices or Employers are obligated to prevent practices or actions by employees that might constitute a “hostile actions by employees that might constitute a “hostile environment” for someone based on religion.environment” for someone based on religion.


Protected-Group SupervisorsProtected-Group Supervisors

• Supervisors should be aware that:Supervisors should be aware that: Members of legally protected categories (e.g., Members of legally protected categories (e.g.,

minorities and women) may experience resistance minorities and women) may experience resistance and resentment in their supervisory positions.and resentment in their supervisory positions.

Protected-class employees may try to take advantage Protected-class employees may try to take advantage of like-class supervisors.of like-class supervisors.

Protected-group supervisors may feel greater Protected-group supervisors may feel greater pressure to perform their jobs.pressure to perform their jobs.

Protected-group supervisors may communicate better Protected-group supervisors may communicate better with like-class employees.with like-class employees.


Understanding Reverse DiscriminationUnderstanding Reverse Discrimination

• Reverse DiscriminationReverse Discrimination Is preference given to protected-group members in Is preference given to protected-group members in

hiring and promotion over more qualified or more hiring and promotion over more qualified or more experienced workers from non-protected groups.experienced workers from non-protected groups.

Is not unlawful when a company and union negotiate Is not unlawful when a company and union negotiate a voluntary affirmative-action program.a voluntary affirmative-action program.

Does not conflict with the ADEA when older workers Does not conflict with the ADEA when older workers are offered better contract terms.are offered better contract terms.

Can create misperceptions of quotas that supervisors Can create misperceptions of quotas that supervisors should correct through communications that should correct through communications that emphasize understanding, fairness and objectivity.emphasize understanding, fairness and objectivity.


Supervising Well: Supervising Well: The Overriding ConsiderationThe Overriding Consideration

• Supervisors must:Supervisors must: Adapt their ways of managing their departments to Adapt their ways of managing their departments to

meet the considerations afforded legally protected meet the considerations afforded legally protected employees.employees.

Recognize that the best way to manage all Recognize that the best way to manage all employees in their departments is to constantly apply employees in their departments is to constantly apply the principles of good supervision.the principles of good supervision.

Understand that supervision of diversity should not be Understand that supervision of diversity should not be viewed as something extra or separate.viewed as something extra or separate.


KEY TERMSKEY TERMS

• Comparable worth Comparable worth

• Cultural competency Cultural competency

• Protected-group employees Protected-group employees

• Qualified disabled individualQualified disabled individual

• Reasonable accommodationReasonable accommodation

• Reverse discrimination Reverse discrimination

• Sexual harassment Sexual harassment

• Sexual stereotyping Sexual stereotyping

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© 2010 Cengage/South-Western. All rights reserved. Chapter 13: SUPERVISING A DIVERSE WORKFORCE Leonard: Supervision 11e