Chapter 12 Managing Individuals and a Diverse Workforce

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Chapter 12Managing Individuals and a Diverse
Workforce
Designed Prepared byB-books, Ltd.
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Predicted U.S. Population, by Race, 2005-2070
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Diversity and Why It Matters
After reading this section, you should be able
to

• describe diversity and explain why it matters.

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Diversity Differences That Matter
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Diversity Is Not Affirmative Action
Diversity
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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Affirmative Action

• 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 more likely 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
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General Purpose of Diversity Programs
To create a positive work environment where
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Diversity Makes Good Business Sense
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Diversity Makes Good Business Sense
Cost Savings

• Reduces turnover
• Decreases absenteeism
• Avoids expensive lawsuits

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Diversity Makes Good Business Sense
Attracting and Retaining Talent

• Attracts better and more diverse job applicants
• Results in higher stock market performance
• Encourages workers to stay

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Diversity Makes Good Business Sense
Driving Business Growth

• Improves understanding of the marketplace
• Improves quality of problem solving

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Diversity and Individual Differences
After reading these sections, you should be able
to

• 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
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Surface-Level Diversity
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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 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 behavior

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Female-Friendly Workplace
Beyond the Book

• At Principal Financial Group , 66 of the
  employees and 35 of the board are women, and 50
  of senior postions are held by women. Why?
• Flexible schedules
• Onsite gym
• Early childhood education center
• Opportunity for mentorship
• Equal pay, equal access

Source J. Hempel, In the Land of Women,
Fortune, .
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Gender
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Gender
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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
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Walgreen Offers Jobs for Disabled
Beyond the Book

• Walgreen Co.s new distribution center
  accommodates physically and mentally disabled
  employees.
• Walgreen uses automation and visual cues to
  simplify jobs.
• The program offers training and job coaching for
  the disabled.
• The distribution center is 20 more efficient
  than the companys older facilities.

Source A. Merrick, Erasing Un From
Unemployable Walgreen Program Trains the
Disabled to Take on Regular Wage-Paying Jobs,
The Wall Street Journal, 2 August 2007, B1.
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Socio-Economics Diversity
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

• Amric Singh filed a lawsuit against Manhattans
  police department claiming he was fired for
  wearing a turban on the job.

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Biz Flix In Good Company
Beyond the Book
Review the Chapter 2 clip from the same movie.
How diverse is the advertising department
at Sports America? Explain.
CH 12 Click
CH 2 Click
How does this scene relate to diversity?
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Deep-Level Diversity
Big FiveDimensionsof Personality
Other Work-RelatedAspects ofPersonality
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Big Five Dimensions of Personality
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Work-Related Personality Dimensions
Beyond the Book
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Work-Related Personality Dimensions
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

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Work-Related Personality Dimensions
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

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Work-Related Personality Dimensions
Beyond the Book

• 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)

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Work-Related Personality Dimensions
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 workers negativity
  spreads to others

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How Can Diversity Be Managed?
After reading these sections, you should be able
to

• explain the basic principles and practices that
  can be used to manage diversity.

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Managing Diversity
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Diversity Paradigms
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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

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Benefits of the Learning and Effectiveness
Diversity Paradigm
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Diversity Principles

• Carefully and faithfully follow and enforce all
  equal employment opportunity laws
• Treat group differences as important, but not
  special
• Tailor opportunities to individuals, not groups
• Reexamine, but maintain, high standards
• Solicit negative as well as positive feedback
• Set high but realistic goals

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Diversity Training and Practices
Training
Practices

• Diversity Audits
• Diversity Pairing
• Minority Experiences

• Awareness Training
• Skills-BasedDiversity Training

4.3