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Chapter 12
1
1Copyright ©2011 by Cengage Learning. All rights reserved
Chapter 12Managing Individuals and a
Diverse Workforce
Designed & Prepared byB-books, Ltd.
MGMT3
Chuck Williams
2Copyright ©2011 by Cengage Learning. All rights reserved
Predicted U.S. Population, by Race, 2005-2070
3Copyright ©2011 by Cengage Learning. All rights reserved
Diversity and Why It Matters
After reading this section, you should be able to:
1. describe diversity and explain why it matters.
Chapter 12
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4Copyright ©2011 by Cengage Learning. All rights reserved
Diversity: Differences That Matter
Diversity Is NotAffirmative ActionDiversity Is Not
Affirmative Action
How to Build aBusiness Case
for Diversity
How to Build aBusiness Case
for Diversity
11
5Copyright ©2011 by Cengage Learning. All rights reserved
Diversity Affirmative Action
Diversity Is Not Affirmative Action
� Broad focus
� May exist without a program
� Not legally based
� Create a positive work environment
� Generally accepted
� Narrow focus
� A purposeful, established program
� Legal requirement
� Compensate for past discrimination
� Controversial
1.11.1
6Copyright ©2011 by Cengage Learning. All rights reserved
Affirmative Action
1.11.1
Controversy: Does diversity need help?
• A study in the Journal of Public Economic Theory concludes that a ban on affirmative action may result in a 35 percent drop in enrollment at competitive colleges by underrepresented minorities.• Under a ban, minority students with good SAT scores may be morelikely to attend less competitive schools.• Moreover, the average SAT score among all students at competitive schools may decrease because competitive schools will still look for minority students to achieve a “critical mass.” But, under a ban, they may look geographically (e.g., to low-income neighborhoods) rather than by SAT score. As a result, competitive colleges may lose the highest caliber minority students.
Source : S. Jaschik, “The Impact of a Ban on Affirmative Action,” Inside Higher Ed, 14 January 2009.
Chapter 12
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7Copyright ©2011 by Cengage Learning. All rights reserved
Affirmative Action Programs
The purpose of affirmative action programs is to…
� compensate for past discrimination� compensate for past discrimination
� prevent ongoing discrimination� prevent ongoing discrimination
� provide equal opportunities to all, regardless ofrace, color, religion, gender, or national origin
� provide equal opportunities to all, regardless ofrace, color, religion, gender, or national origin
1.11.1
8Copyright ©2011 by Cengage Learning. All rights reserved
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.
1.11.1
9Copyright ©2011 by Cengage Learning. All rights reserved
Diversity Makes Good Business Sense
Cost SavingsCost Savings
Attracting and Retaining TalentAttracting and Retaining Talent
Driving Business GrowthDriving Business Growth
1.21.2
Chapter 12
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10Copyright ©2011 by Cengage Learning. All rights reserved
Diversity Makes Good Business Sense
Cost SavingsCost Savings
� Reduces turnover
� Decreases absenteeism
� Avoids expensive lawsuits
1.21.2
11Copyright ©2011 by Cengage Learning. All rights reserved
Diversity Makes Good Business Sense
Attracting and Retaining TalentAttracting and Retaining Talent
� Attracts better and more diverse job applicants
� Results in higher stock market performance
� Encourages workers to stay
1.21.2
12Copyright ©2011 by Cengage Learning. All rights reserved
Diversity Makes Good Business Sense
Driving Business GrowthDriving Business Growth
� Improves understanding of the marketplace
� Improves quality of problem solving
1.21.2
Chapter 12
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13Copyright ©2011 by Cengage Learning. All rights reserved
Diversity and Individual Differences
After reading these sections, you should be able to:
2. understand the special challenges that the dimensions of surface-level diversity poses for managers.
3. explain how the dimensions of deep-level diversity affect individual behavior and interactions in the workplace.
14Copyright ©2011 by Cengage Learning. All rights reserved
Surface and Deep-Level Diversity
15Copyright ©2011 by Cengage Learning. All rights reserved
Surface-Level Diversity
Race/EthnicityRace/Ethnicity PhysicalDisabilitiesPhysical
Disabilities
Age Gender
22
Chapter 12
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16Copyright ©2011 by Cengage Learning. All rights reserved
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
2.12.1
© Cliff Parnell/iStockphoto.com
17Copyright ©2011 by Cengage Learning. All rights reserved
Beyond the BookBenefits of Age Diversity Show Through at DisneyDisney recognizes the value of employees of all ages. Younger employees just out of college often have a lot of technological savvy to offer. Disney has developed a two way mentoring program where the older more experienced workers come alongside the new recruits and the new recruits, in return, can help get workers who have been out of school for a while up to speed on the latest programs and design software.
Source: A. McConnon and J. McGregor, “Readers at the Whiteboard”, Business Week, 23 & 30 March 2009. 35.
18Copyright ©2011 by Cengage Learning. All rights reserved
Sex
• Treating people differently because of their sex or 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 behavior2.22.2
Chapter 12
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19Copyright ©2011 by Cengage Learning. All rights reserved
Sex
2.22.2
Women’s Earnings as a Percentage of Men’s, 1979-200 8
Sources: U. S. Department of Labor. Bureau of Labor Statistics. Highlights of Women’s Earnings in 2006, available online at http://www.bls.gov/cps/cpswom2006.pdf [accessed 21 August 2008].
20Copyright ©2011 by Cengage Learning. All rights reserved
Sex
2.22.2
21Copyright ©2011 by Cengage Learning. All rights reserved
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
2.32.3
Chapter 12
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22Copyright ©2011 by Cengage Learning. All rights reserved
Mental or Physical Disabilities
• A disability is a mental or physical impairment that substantially limits one or more major life activities.
• Disability discrimination occurs when people are treated differently because of their disabilities.
• Reduce by:– educating to address incorrect stereotypes– committing to reasonable workplace accommodations– recruiting qualified workers with disabilities
http://www.ada.govWeb Link 2.42.4
23Copyright ©2011 by Cengage Learning. All rights reserved
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
24Copyright ©2011 by Cengage Learning. All rights reserved
Socio-Economics Diversity
33
Can the model of surface- and deep-level diversity accommodate socio-economic difference as a metric? Why or why not?
Chapter 12
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25Copyright ©2011 by Cengage Learning. All rights reserved
Incorporating Religion into the Mix
In Canada, McGregoryJackman, a bus driver for the York Region’s VIVA public transportation system, was sent home for the organization’s violating dress code by refusing to take off his kufi, a brimless cap often worn by Muslims as part of their religious observance. Said Jackman, “I just want to go back to work and take care of my family. I just want to be a Muslim and do my job.”
33
© Jurjen Draaijer/iStockphoto.com
26Copyright ©2011 by Cengage Learning. All rights reserved
Deep-Level Diversity
“Big Five”Dimensions
of Personality
“Big Five”Dimensions
of Personality
Other Work-RelatedAspects ofPersonality
Other Work-RelatedAspects ofPersonality
33
27Copyright ©2011 by Cengage Learning. All rights reserved
Big Five Dimensions of Personality
ExtraversionExtraversion
Emotional Stability Emotional Stability
AgreeablenessAgreeableness
ConscientiousnessConscientiousness
Openness to ExperienceOpenness to Experience3.13.1
Chapter 12
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28Copyright ©2011 by Cengage Learning. All rights reserved
Work-Related Personality Dimensions
AuthoritarianismAuthoritarianism
Machiavellian TendenciesMachiavellian Tendencies
Type A/B PersonalityType A/B Personality
Locus of ControlLocus of Control
Positive / Negative AffectivityPositive / Negative Affectivity
Beyond the Book
29Copyright ©2011 by Cengage Learning. All rights reserved
Work-Related Personality Dimensions
• Authoritarianism– the extent to which an individual believes
there should be power and status differences
• Machiavellianism– believe that virtually any type of behavior is
acceptable if it leads to goal accomplishment
Beyond the Book
30Copyright ©2011 by Cengage Learning. All rights reserved
Work-Related Personality Dimensions
• Type A/B personality dimension– the extent to which people tend toward
impatience, hurriedness, and hostility
– Type A personalities• hard driving, competitive, perfectionist, angry,
unable to relax
– Type B personalities• Easygoing, patient, able to relax, engage in leisure
activities
Beyond the Book
Chapter 12
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31Copyright ©2011 by Cengage Learning. All rights reserved
• Locus of control: the degree to which people believe that their actions influence what happens to them
– Internal locus of control(what happens to you
is under your control)
– External locus of control(what happens to you
is beyond your control)
Work-Related Personality Dimensions
Beyond the Book
32Copyright ©2011 by Cengage Learning. All rights reserved
Work-Related Personality Dimensions
• Affectivity: the stable tendency to experience positive or negative moods and to react in a generally positive or negative way.
– Positive affectivity• consistently focusing on the positive aspects
– Negative affectivity• consistently focusing on the negative aspects
– Mood linkage• a phenomenon where one worker’s negativity spreads to
others
Beyond the Book
33Copyright ©2011 by Cengage Learning. All rights reserved
How Can Diversity Be Managed?
After reading these sections, you should be able to:
4. explain the basic principles and practices that can be used to manage diversity.
Chapter 12
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34Copyright ©2011 by Cengage Learning. All rights reserved
Managing Diversity
DiversityTraining and
Practices
DiversityTraining and
Practices
DifferentDiversity
Paradigms
DifferentDiversity
Paradigms
DiversityPrinciplesDiversityPrinciples
44
35Copyright ©2011 by Cengage Learning. All rights reserved
Diversity Paradigms
DiscriminationandFairness
DiscriminationandFairness
AccessandLegitimacy
AccessandLegitimacy
Learning AndEffectiveness
Learning AndEffectiveness
Acceptance and celebration of differencesAcceptance and celebration of differences
Integrating deep-level differences into organizationIntegrating deep-level differences into organization
Equal opportunityFair treatmentRecruitment of minoritiesStrict compliance with laws
Equal opportunityFair treatmentRecruitment of minoritiesStrict compliance with laws
DIVERSITYPARADIGMDIVERSITYPARADIGM FOCUSFOCUS
4.14.1
36Copyright ©2011 by Cengage Learning. All rights reserved
Organizational Plurality
A 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
4.14.1
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37Copyright ©2011 by Cengage Learning. All rights reserved
Benefits of the Learning and Effectiveness Diversity Paradigm
Values common groundValues common ground
Makes a distinction between individual andgroup differencesMakes a distinction between individual andgroup differences
Less likely to encounter conflict, backlash,and divisivenessLess likely to encounter conflict, backlash,and divisiveness
Focuses on bringing different talent andperspectives togetherFocuses on bringing different talent andperspectives together
4.14.1
38Copyright ©2011 by Cengage Learning. All rights reserved
Diversity Principles
1. Carefully and faithfully follow and enforce all equal employment opportunity laws
2. Treat group differences as important, but not special
3. Tailor opportunities to individuals, not groups4. Solicit negative as well as positive feedback5. Set high but realistic goals
http://www.eeoc.govWeb Link 4.24.2
39Copyright ©2011 by Cengage Learning. All rights reserved
Diversity Training and Practices
Training Practices
• Awareness Training
• Skills-BasedDiversity Training
� Diversity Audits
� Diversity Pairing
4.34.3