Chapter 12 Managing Individuals and a Diverse Workforceocconline.occ.cccd.edu/online/scatlin/MGMT3_PPT_CH12_slides.pdf · Chapter 12 Managing Individuals and a Diverse Workforce

Chapter 12

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1Copyright ©2011 by Cengage Learning. All rights reserved

Chapter 12Managing Individuals and a

Diverse Workforce

Designed & Prepared byB-books, Ltd.

MGMT3

Chuck Williams


Predicted U.S. Population, by Race, 2005-2070


Diversity and Why It Matters

After reading this section, you should be able to:

1. describe diversity and explain why it matters.

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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

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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

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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.

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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

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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.

1.11.1


Diversity Makes Good Business Sense

Cost SavingsCost Savings

Attracting and Retaining TalentAttracting and Retaining Talent

Driving Business GrowthDriving Business Growth

1.21.2

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Cost SavingsCost Savings

� Reduces turnover

� Decreases absenteeism

� Avoids expensive lawsuits

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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



Driving Business GrowthDriving Business Growth

� Improves understanding of the marketplace

� Improves quality of problem solving

1.21.2

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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.


Surface and Deep-Level Diversity


Surface-Level Diversity

Race/EthnicityRace/Ethnicity PhysicalDisabilitiesPhysical

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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© Cliff Parnell/iStockphoto.com


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.


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

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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].


Sex

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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

• 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


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


Socio-Economics Diversity

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Can the model of surface- and deep-level diversity accommodate socio-economic difference as a metric? Why or why not?

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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.”

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© Jurjen Draaijer/iStockphoto.com


Deep-Level Diversity

“Big Five”Dimensions

of Personality

“Big Five”Dimensions

of Personality

Other Work-RelatedAspects ofPersonality

Other Work-RelatedAspects ofPersonality

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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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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



• 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



• 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

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• 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)


Beyond the Book



• 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


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.

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Managing Diversity

DiversityTraining and

Practices

DiversityTraining and

Practices

DifferentDiversity

Paradigms

DifferentDiversity

Paradigms

DiversityPrinciplesDiversityPrinciples

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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

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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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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


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


Diversity Training and Practices

Training Practices

• Awareness Training

• Skills-BasedDiversity Training

� Diversity Audits

� Diversity Pairing

4.34.3

Documents

Chapter 12 Managing Individuals and a Diverse Workforceocconline.occ.cccd.edu/online/scatlin/MGMT3_PPT_CH12_slides.pdf · Chapter 12 Managing Individuals and a Diverse Workforce