Transcript Chapter 12Managing Individuals and a Diverse Workforce

Chapter 12
Managing Individuals
and a Diverse
Workforce
© 2015 Cengage Learning
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Diversity Is Not
Affirmative Action
• Diversity exists in an organization when
there are a variety of demographic,
cultural, and personal differences among
the people who work there and the
customers who do business there.
• Affirmative action refers to purposeful
steps taken by an organization to create
employment opportunities for minorities
and women
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Diversity Is Not Affirmative Action
Diversity
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May exist without a
program
Broad focus
Not legally based
Create a positive
work environment
Generally accepted
Affirmative Action
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A purposeful, established
program
Narrow focus
Legal requirement
Compensate for past
discrimination
Controversial
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Affirmative Action Programs
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
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General Purpose of Diversity Programs
To create a positive work environment where…
 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.
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Diversity Makes Good
Business Sense
• Decreases turnover
• Decreases absenteeism
• Helps companies avoid expensive
lawsuits
• Helps companies attract and retain
talented workers
• Drives business growth
• Higher-quality problem solving
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Surface and Deep-Level Diversity
Surface-Level Diversity
Age
Personality
Physical
Capabilities
Attitudes
Deep-Level Diversity
Race/
Ethnicity
Values/Beliefs
Gender
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Diversity and Differences
• Surface-level diversity
– consists of differences that are immediately
observable, typically unchangeable, and easy to
measure.
• Deep-level diversity
– consists of differences communicated through
verbal and nonverbal behaviors that are learned
only through extended interaction with others.
• Social integration
– the degree to which group members are
psychologically attracted to working with each
other to accomplish a common objective, or, as one
manager put it, “working together to get the job
done.”
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Age Discrimination
Treating people differently in hiring, firing,
promotions, or compensation because of their
age.
Managers should:
•Recognize that age discrimination is much more pervasive
then they think
•Make hiring and promotion decisions based on qualifications,
not age
•Monitor the extent to which older employees receive training
•Ensure that younger and older workers interact with each
other
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Gender
When people are treated differently
because of their sex.
Managers should:
•Mentoring
•Make sure that male-dominated social
activities don’t unintentionally exclude women
•Designate a go-to person that women can talk
to if they believe they are being held back
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Labor Force and Gender Distributions
LABOR FORCE PARTICIPATION
RATE BY SEX, PROJECTED
1950–2012
Continuing a historical trend, the
labor force participation rate for
men will decline as the rate for
women increases.
LABOR FORCE GROWTH BY
SEX, PROJECTED 2002–2012
The number of women in the
labor force is expected to grow at
a higher rate than that for men.
Source: U.S. Department of Labor
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Women at Fortune 500 and 1000 Companies
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The Pay Gap over Time
Women’s Median Annual Earnings as a Percentage of Men’s Median
Annual Earnings for Full-time, Year-Round Workers, 1973–2013
Source: U.S. Census Bureau, Current Population Survey
Racial or Ethnic Discrimination
When people are treated differently
because of their race or ethnicity.
Managers should:
•Start by looking at the numbers (hiring rates,
promotion rates)
•Survey employees’ level of satisfaction
•Eliminate unclear selection and promotion criteria
•Train those who make hiring and personnel decisions
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Percent of the Projected Population by Race and
Hispanic Origins for the United States: 2010 to 2050
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Growth of the U.S. Minority Population
Source: U.S. Census Bureau
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Disability Discrimination
When people are treated differently
because of their disabilities.
Managers should:
•Education
•Workplace accommodations
•Actively work to find jobs for qualified people with
disabilities
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Deep-Level Diversity
• Represents differences that can be learned
only through extended interaction with
others.
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Personality
Attitudes
Beliefs
Values
• Getting to know people better and
understanding one another better leads to
social integration.
Big Five Personality Dimensions
• Disposition
– The tendency to respond to situations and
events in a predetermined way.
• Personality
– the relatively stable set of behaviors,
attitudes, and emotions displayed over time
that makes people different from others.
Big Five Dimensions of Personality
• Extraversion/Introversion
– The degree to which someone is active,
assertive, gregarious, sociable, talkative, and
energized by others.
– Introverts tend to be less active, prefer to be
alone, and are shy, quiet, and reserved.
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Big Five Dimensions of Personality
• Emotional stability/Emotionally unstable
– The degree to which someone is not angry,
depressed, anxious, emotional, insecure, or
excitable.
– Emotionally unstable people find it difficult to
handle the most basic demands of their jobs
under only moderately stressful situations and
becomes distraught, tearful, self-doubting and
anxious.
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Big Five Dimensions of Personality
• Agreeableness/Disagreeableness
– The degree to which someone is cooperative,
polite, flexible, forgiving, good-natured,
tolerant, and trusting.
– Disagreeable people distrusting and difficult to
work with and be around.
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Big Five Dimensions of Personality
• Conscientiousness
– The degree to which someone is organized,
hardworking, responsible, persevering, thorough,
and achievement oriented.
– People who are not conscientious are lazy, not
responsible, aimless, always making excuses about
their failures and view the world as against them.
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Big Five Dimensions of Personality
• Openness to experience
– The degree to which someone is curious, broadminded, and open to new ideas, things, and
experiences; and has a high tolerance for
ambiguity.
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Diversity Paradigms
DIVERSITY
PARADIGM
Discrimination
and Fairness
(assimilation)
FOCUS
Equal opportunity
Fair treatment
Recruitment of minorities
Strict compliance with laws
Access
And Legitimacy
(differentiation)
Acceptance and celebration
of differences to ensure that
company diversity matches
diversity of stakeholders
Learning
And Effectiveness
(integration)
Integrating deep-level
differences into organization
Consistent with organizational
plurality
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Diversity Principles
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Carefully and faithfully follow and enforce federal
and state laws regarding equal opportunity
employment.
Treat group differences as important but not
special.
Find common ground.
Tailor opportunities to individuals, not groups.
Solicit negative as well as positive feedback.
Set high but realistic goals.
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Diversity Training and Practices
• Awareness training
• Skill-based diversity training
• Diversity audits
• Diversity pairing
• Minority experiences
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Work-Related
Personality Dimensions
• Authoritarianism
– the extent to which an individual believes
there should be power and status differences
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Machiavellianism
– believe that virtually any type of behavior is
acceptable if it leads to goal accomplishment
– the end justifies the means
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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
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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)
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