Chapter12 Managing Individuals And A Diverse Work Force

Chapter 12

Prepared byDeborah Baker

Texas Christian University

Management4th Edition

Chuck Williams

ManagingIndividualsand a DiverseWork Force

What Would You Do?

An employment discrimination suit against Wal-Mart revealed that women were consistently paid less than men in the same jobs

Pressure is building for Wal-Mart to address these issues, and it is affecting stockholder satisfaction

Wal-Mart Headquarters, Bentonville, Arkansas.

What should Wal-Mart do to address these issues? What should be the company promotion policy?What should be done about its pay structure?

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 why it matters.

Diversity: Differences That Matter

Diversity Is NotAffirmative Action

How to Build aBusiness Case

for Diversity

How to Build aBusiness Case

for Diversity

Diversity Affirmative Action

Diversity Is Not Affirmative Action

May exist without a program

Broad focus Not legally based Create a positive work

environment Generally accepted

1.11.1

A purposeful, established program

Narrow focus Legal requirement Compensate for past

discrimination Controversial

Affirmative Action

1.11.1

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 of race, color, religion, gender, or national origin

1.11.1

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.

Adapted from Exhibit 12.2

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

Cost SavingsCost Savings

Reduces turnover

Decreases absenteeism

Avoids expensive lawsuits

1.21.2

Attracting and Retaining TalentAttracting and Retaining Talent

Attracts better and more diverse job applicants

Have 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

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 DiversitySurface-Level DiversityAgeAge

Race/Race/EthnicityEthnicity

GenderGender

Deep-Level DiversityDeep-Level Diversity

PersonalityPersonality AttitudesAttitudes

Values/BeliefsValues/Beliefs

PhysicalPhysicalCapabilitiesCapabilities

Surface-Level Diversity

Race/EthnicityRace/EthnicityMental orPhysical

Disabilities

Mental orPhysical

Disabilities

Age Gender

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

2.12.1

Gender

Treating people differently because of their 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

2.22.2

Gender

2.22.2Exhibit 12.4

Gender

2.22.2Exhibit 12.5

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

2.32.3

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

2.42.4http://www.usdoj.gov/crt/ada/adahom1.htmWeb Link

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

Time off for treatmentTime off for treatment

2.42.4

Socio-Economics & Diversity

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

Incorporating Religion into the Mix

Amric Singh filed a lawsuit against Manhattan’s police department claiming he was fired for wearing a turban on the job.

Deep-Level Diversity

“Big Five”Dimensions

of Personality

“Big Five”Dimensions

of Personality

Other Work-RelatedAspects ofPersonality

Big Five Dimensions of Personality

ExtraversionExtraversion

Emotional Stability Emotional Stability

AgreeablenessAgreeableness

ConscientiousnessConscientiousness

Openness to ExperienceOpenness to Experience3.13.1

What Really WorksConscientiousness

Motivational Effort10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

probability of success 71%

Job Performance10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

probability of success 66%

3.13.1

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

3.23.2

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

3.23.2

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

3.23.2

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)

3.23.2

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

3.23.2

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.

Managing Diversity

DiversityTraining and

Practices

DiversityTraining and

Practices

DifferentDiversity

Paradigms

DifferentDiversity

Paradigms

DiversityPrinciples

Diversity Paradigms

DiscriminationandFairness

AccessandLegitimacy

Learning AndEffectiveness

Acceptance and celebration of differences

Integrating deep-level differences into organization

Equal opportunityFair treatmentRecruitment of minoritiesStrict compliance with laws

DIVERSITYPARADIGM

DIVERSITYPARADIGM FOCUSFOCUS

4.14.1

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

Benefits of the Learning and Effectiveness Diversity Paradigm

Values common groundValues common ground

Makes a distinction between individual andgroup differences

Less likely to encounter conflict, backlash,and divisiveness

Focuses on bringing different talent andperspectives together

4.14.1

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 groups

4. Reexamine, but maintain, high standards

5. Solicit negative as well as positive feedback

6. Set high but realistic goals

4.24.2

http://www.eeoc.govWeb Link

Diversity Training and Practices

Training Practices

Awareness Training

Skills-BasedDiversity Training

Diversity Audits

Diversity Pairing

Minority Experiences

4.34.3

Chapter12 Managing Individuals And A Diverse Work Force

deeplevel diversity

socioeconomics diversity

dimensions of deep

dimensions of surface

age performance

absent age discrimination

dimensions of personality

business case

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