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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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