Diversity in the The Journey - Jamaica Employer'sconvention.jamaicaemployers.com/pdfs/2011/friday... · • Assess diversity in the workplace • Self‐awareness • Develop and

Diversity in the Workplace: The Journey

PresenterJennifer Hall, PhD

Senior Lecturer and Vice DeanFaculty of Education and Liberal Studies

University of Technology, Jamaica

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Diversity DefinedDiversity Defined

The ways in which people differ that may affectThe ways in which people differ that may affect

their organisational experiences in terms of

f dperformance, motivation, communication and

inclusion (Harvey & Allard, 2005)

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Diversity DefinedDiversity Defined

social identities that can affect workplace...social identities that can affect workplace interactions and require new ways of interacting among individuals and groups andinteracting among individuals and groups and systematic changes in ways that organisations functionfunction

(Harvey & Allard, 2005).

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Other DefinitionsOther Definitions

an appreciation and respect for all the ways...an appreciation and respect for all the ways that people are similar and different

(Gurchieck 2010)(Gurchieck, 2010)

A mix of people in one social system who have distinctly socially relevant group associations

(Cox & Beale, 1997).

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InclusionInclusion

• Extent of respect welcome support valueExtent of respect, welcome, support, value

• Two‐way responsibility

l f• Feeling of engagement

• Leads to full contribution

• Diverse backgrounds – need to communicate

• Needs and perspectivesNeeds and perspectives

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Myths of DiversityMyths of Diversity

• Is a problemIs a problem

• HR Departments responsibility

d d• Race and gender

• About minorities and women in the workplace

• Exclusivity

• Lowering standardsLowering standards

• Just another fadV l (2006)Velasquez (2006)

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Historical and Legal ContextHistorical and Legal Context

• US experienceUS experience– Civil Rights Act of 1964

Disabilities Age Discrimination Equal pay– Disabilities, Age Discrimination, Equal pay

– Affirmative Action

W kf 2000– Workforce 2000

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Historical and Legal ContextHistorical and Legal Context

• Jamaican ExperienceJamaican Experience– Slavery

Emancipation– Emancipation

– Independence

P t I d d– Post‐Independence

– Equal Pay, Disability Act

/ l– HIV/AIDS Policy

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Driving ForcesDriving ForcesBehind Workplace Diversity

• Communication styles

• Legislation• Legislation

• Cultural Values

• Demographics

• Globalisation

• Technological Advancements

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Four Layered Model of DiversityFour‐Layered Model of Diversity• Core Dimension ‐ PersonalityCore Dimension Personality

• Internal (Primary) Dimension

l ( d )• External (Secondary) Dimension

• Organisational Dimension

(Gardenswartz & Rowe, 2003 )

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Core Dimension PersonalityCore Dimension ‐ Personality• Most importantMost important

• Often overlooked

d d• Needs assessment required

• Different perspectives not harnessed for productivity

• Own styley

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Internal DimensionInternal Dimension

• Critical in constructing self and self identityCritical in constructing self and self identity– Early socialisation

Constitutes the core of our diverse identities– Constitutes the core of our diverse identities

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Internal DimensionsInternal Dimensions

• Your IDYour ID

• Age

• GenderGender

• Race

• Ethnicity• Ethnicity

• Sexual Orientation

Ph i l Abilit• Physical Ability

What’s your Perception?What s your Perception?

External Dimensions

• Shape our values, expectations andDimensions expectations and experiences

I can recall!!

• Contain an element of control or choice

• Building connections and i diffseeing differences

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External DimensionsExternal Dimensions

• Have less life‐long influenceHave less life long influence

• Individuals usually more conscious of impact

d• Are acquired

• Can be discarded or modified– Less constant

– More individualised

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External Dimensions• Geographic location• Personal habits• Personal habits• Income• Religion• Religion• Communication style• Marital status• Marital status • Family status• Work experience and work style• Work experience and work style• Educational Background• Appearance• Appearance

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Organisational DimensionsOrganisational Dimensions

• Functional LevelFunctional Level• Work Location• Management status• Management status• SeniorityW k C t t• Work Content

• Union Affiliation• Division/Department/Group

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Herman GridHerman Grid


Perceptions and Decision‐makingPerceptions and Decision making

• Abstract knowledge structure stored inAbstract knowledge structure stored in memory

• Lead to pre conceived beliefs or ideas• Lead to pre‐conceived beliefs or ideas

• Bad decisions ...– Not hiring qualified personnel

– Fail to promote top‐performing subordinates

– Promote poor performing managers• Same diversity profile

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StereotypingStereotyping

• Learned attitudesLearned attitudes

• Judging from own frame of reference or cultural expectationscultural expectations

• Thrives on generalizations

• Self‐fulfilling prophecy

• Two‐sided coin

• Difficult to change


Degrees of StereotypingDegrees of Stereotyping

• AvoidanceAvoidance

• Discrimination

• Genocide


Uncovering StereotypesUncovering Stereotypes

Category First Source Need to Thought/Judgment Change?

Male with locked hair

Female Smoker

AIDS Carrier


Types of BiasesTypes of Biases

• Similar‐to‐me effectSimilar to me effect

l ff• Social‐status effect

• Salience effect

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Managing DiversityManaging DiversityPositive outcomes for top management...

– Enhanced personal effectiveness

– Responsiveness to social and demographic changes

– Reduction of litigation

– Quicker resolutions of disputes

– Climate of fairness and equity

– Greater productivity on complex tasks

– Increased revenueVonBergen, Soper & Foster, 2002

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ChallengesChallenges

• Resistance to changeResistance to change

• Implementation of policy

f• Management of Diversity

• Communication barriers

• Language and cultural barriers

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Other ChallengesOther Challenges

• Training that does not workTraining that does not work

• Reinforced stereotypes

l l b l• Legal liability

• Transnational labor mobility

• Women lack commitment

• Disabled drive up employment costsDisabled drive up employment costs

• No return on investment for older employees

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Diversity and Foreign WorkersDiversity and Foreign Workers

• Impact Local communitiesImpact Local communities

• Unfavourable attitude among citizens

d l f l f• Reduction in quality of life

• Legislative measures

• Impairs organisational effectiveness– Stockdale & Crosby, 2004

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Advantages to OrganisationAdvantages to Organisation

• Gain edge in recruitingGain edge in recruiting

• Creativity and Innovations

d• Reduction in attrition

• Adaptability to changing market conditions

• Increased productivity

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Creating a Successful ClimateCreating a Successful Climate

• Assess diversity in the workplaceAssess diversity in the workplace

• Self‐awareness

l d l d l• Develop and implement diversity plan

• Increase accuracy of perceptions

• Increase diversity awareness and skills

• Provide trainingProvide training

• Mentoring

f• Opportunities for sharing 34JMHall/JEFMay2011

Debunking the MythsDebunking the Myths

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• It is about race and genderIt is about race and gender

‐ Much broader; inclusive

• About minorities and women in the workplace ‐ about internal (employees ) and external

(prospective clients) customers

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• About exclusivityAbout exclusivity– Inclusive ; All of us

C ti f lt h th i– Creation of a culture where everyone can thrive and contribute to the organization, understand and serve diverse clientsand serve diverse clients

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• About lowering standardsAbout lowering standards – Widening the net and sometimes raising standards or rewriting themstandards or rewriting them

J t th f d• Just another fad – Look at the changes and composition 5‐10 years

Wh t ill th f t l k lik ?ago. What will the future look like?

Source : Velasquez (2006)Source : Velasquez (2006)

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ConclusionConclusion

• Humans are similar and differentHumans are similar and different

• Impacts opportunities and experiences

h ld b d• Assumptions held about our diversity

• Learn to filter and look for value in each one

• Be respectful and be tolerant

We have become not a melting pot but aa melting pot but a beautiful mosaic.

Different people

Different Beliefs

Different Yearnings

Different Hopes

Different Dreams(Jimmy Carter)


THANK YOU FOR LISTENING


BibliographyBibliography

• Bazar, E., & Overberg, P. (2008). Census data project: More diversity at work. USA Today.

• Cano, T., & Ludwig, B. Perception, Responses and Knowledge about Diversity held by Extension Officer. Journal of Agricultural Education 33(2) 60‐64.

• Cox, T. (1993). Cultural Diversity in Organisation: Theory, Research and Practice. San Francisco: Barrett‐Koehler.

• Cox, T.H., & Blake, S. (1991). Managing cultural Diversity: Implications for

organizational competitiveness. Academy of Management Executive 3(3), 45‐47.

• Dunn‐Smith, P. (2011, February 6). Diversity Pays. The Sunday Gleaner,pp D14‐15

Gardenswartz, L., & Rowe, A. (2003) . Diverse Teams at work: Capitalising on Power of Diversity

• Greenberg, J. Diversity in the workplace: Benefits, Challenges and Solutions. Retrieved from http://EzineArticles.com/expert‐Josh‐Greenbergp // / p g

• Gurchiek, K. (December , 2010) Jackson:Diversity, inclusion A moral and business imperative. HR Magazine . Retrieved from http://findarticles.com/p/articles/mi_m3495/is_12_55/ai_n56525792/

••

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BibliographyBibliography

• Harvey , C. P., & Allard, M. J. (2005). Understanding and Manging Diversity: Readings, Cases and Exercises. (3rd ed). Pearson Prentice

• Soylu, A. (2010). Foreign workers’ productivity , contributions to organisations. Retrieved from http://www.todayszaman.com

kd l & b ( ) h h l d f• Stockdale, M.S., & Crosby, F. J. (2004). The Psychology and Management of workforce diversity. Maiden, MA: Blackwell.

• Velasquez, M (2006) 8 myths of diversity: Never tire challenging or debunking themthem

• Von Bergen, C.W., Soper, B., & Foster, T. (2002). Unintended negative effects of

diversity management. Public Personnel Management 31(2) 239‐251.


Documents

Diversity in the The Journey - Jamaica Employer'sconvention.jamaicaemployers.com/pdfs/2011/friday... · • Assess diversity in the workplace • Self‐awareness • Develop and