Chapter 12 Managing Individuals and a Diverse Workforce

1. MGMT3 Chuck Williams Chapter 12Managing Individuals and a Diverse Workforce Designed & Prepared byB-books, Ltd.

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

3. Diversity and Why It Matters After reading this section, you should be able to: • describe diversity and explain why it matters.

4. Diversity Is Not Affirmative Action How to Build aBusiness Case for Diversity Diversity: Differences That Matter 1

5. Broad focus May exist without a program Not legally based Create a positive work environment Generally accepted Diversity Is Not Affirmative Action Diversity Affirmative Action • Narrow focus • A purposeful, established program • Legal requirement • Compensate for past discrimination • Controversial 1.1

6. 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. 1.1

7. The purpose of affirmative action programs is to… • compensate for past discrimination • prevent ongoing discrimination • provide equal opportunities to all, regardless of race, color, religion, gender, or national origin Affirmative Action Programs 1.1

8. no one is advantaged or disadvantaged. • “we” is everyone. • everyone can do his or her best work. • differences are respected and not ignored. • everyone feels comfortable. General Purpose of Diversity Programs To create a positive work environment where… 1.1

9. Cost Savings Attracting and Retaining Talent Driving Business Growth Diversity Makes Good Business Sense 1.2

10. Diversity Makes Good Business Sense Cost Savings • Reduces turnover • Decreases absenteeism • Avoids expensive lawsuits 1.2

11. 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 1.2

12. Diversity Makes Good Business Sense Driving Business Growth • Improves understanding of the marketplace • Improves quality of problem solving 1.2

13. 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.

14. Surface and Deep-Level Diversity

15. Surface-Level Diversity Age Gender Race/Ethnicity Physical Disabilities 2

16. 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 © Cliff Parnell/iStockphoto.com 2.1

17. Beyond the Book Benefits of Age Diversity Show Through at Disney Disney 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.

18. 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 behavior 2.2

19. Sex Women’s Earnings as a Percentage of Men’s, 1979-2008 2.2 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].

20. Sex 2.2

21. 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 2.3

22. Beyond the Book Is Diversity Fashionable? The fashion industry has received criticism for a lack of ethnic diversity on the runway. Designers may argue that certain models don’t fit the aesthetic of their lines or that distinctive looking models might distract attention from the clothes. Still some designers and casting directors are trying to develop and utilize more diverse models. If a few people start doing hopefully it will catch on and become “fashionable”. Source: R. Dodes, “Crossing Fashion’s Thin White Line,” The Wall Street Journal, 1 February 2008. B1.

23. Web Link http://www.ada.gov 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 2.4

24. Physical changes Quieter workspace Training and other written materials TTYs for use with telephones, computer hardware, and software Time off for treatment Reasonable Accommodationsfor Disabled Workers 2.4

25. Socio-Economics Diversity Can the model of surface- and deep-level diversity accommodate socio-economic difference as a metric? Why or why not? 3

26. Incorporating Religion into the Mix In Canada, McGregory Jackman, 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.” © Jurjen Draaijer/iStockphoto.com 3

27. Deep-Level Diversity “Big Five”Dimensionsof Personality Other Work-RelatedAspects ofPersonality 3

28. Big Five Dimensions of Personality Extraversion Emotional Stability Agreeableness Conscientiousness Openness to Experience 3.1

29. Beyond the Book Authoritarianism Machiavellian Tendencies Type A/B Personality Locus of Control Positive / Negative Affectivity Work-Related Personality Dimensions

30. Beyond the Book 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

31. Beyond the Book 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

32. Beyond the Book Work-Related Personality Dimensions • 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)

33. Beyond the Book 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

34. 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.

35. DifferentDiversityParadigms DiversityPrinciples DiversityTraining andPractices Managing Diversity 4

36. DIVERSITYPARADIGM FOCUS Discriminationand Fairness Equal opportunity Fair treatment Recruitment of minorities Strict compliance with laws Access and Legitimacy Acceptance and celebration of differences Learning And Effectiveness Integrating deep-level differences into organization Diversity Paradigms 4.1

37. 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 4.1

38. Benefits of the Learning and Effectiveness Diversity Paradigm Values common ground Makes a distinction between individual andgroup differences Less likely to encounter conflict, backlash,and divisiveness Focuses on bringing different talent andperspectives together 4.1

39. Web Link http://www.eeoc.gov 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 • Solicit negative as well as positive feedback • Set high but realistic goals 4.2

40. Awareness Training Skills-BasedDiversity Training Diversity Training and Practices Training Practices • Diversity Audits • Diversity Pairing 4.3