Chapter 12

Chapter 12

Managing Individuals and a Diverse Work Force

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What Would You Do? Diversity Problems at Denny’s

Denny’s has paid $54 million in damages due to customer discrimination

Advantica, which now owns Denny’s, wants to change the culture

There are still reports of discrimination

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After discussing this section, you should be able to:

Learning ObjectivesDiversity and Why It Matters

1. describe diversity and why it matters.

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Diversity: Differences That Matter

Diversity Is Not Affirmative Action

Diversity Makes Good Business Sense

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Diversity Is Not Affirmative Action

DiversityDiversity May exist without a

program Broad focus Not legally based Create a positive work

environment Generally accepted

Affirmative ActionAffirmative Action A purposeful,

established program Narrow focus Legal requirement Compensate for past

discrimination Controversial

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General Purpose of Diversity ProgramsTo Create a positive work To Create a positive work

environment whereenvironment where• no one is advantaged or no one is advantaged or

disadvantageddisadvantaged• ““we” is everyonewe” is everyone• everyone can do their best everyone can do their best

workwork• differences are respected and differences are respected and

not ignorednot ignored• everyone feels comfortableeveryone feels comfortable

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Been There, Done That

Diversity is a business imperative Diversity training began in the ‘80s Products offered reflect their various

customers

Diversity at 7-ElevenDiversity at 7-Eleven

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Diversity Makes Good Business Sense

Cost Savings

Attracting and Retaining Talent

Driving Business Growth

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After discussing this section, you should be able to:

Learning ObjectivesDiversity and Individual Differences2. understand the special challenges that the

dimensions of surface-level diversity pose for managers.

3. explain how the dimensions of deep-level diversity affect individual behavior and interactions in the workplace.

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Surface-Level DiversitySurface-Level DiversityAgeAge

Race/Race/EthnicityEthnicity

PhysicalPhysicalCapabilitiesCapabilities

GenderGender

Surface- and Deep-Level Diversity

Deep-Level DiversityDeep-Level Diversity

PersonalityPersonality AttitudesAttitudes

Values/BeliefsValues/Beliefs

Adapted from Exhibit 12.4

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Age Discrimination

Treating people differently because of their age

Performance does not decline with age It is more pervasive than manager think

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Gender Discrimination 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

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Racial & Ethnic Discrimination Treating people differently because of their

race or ethnicity Employment disparities do exist Legislation has lessened the problem Reduce by:

improving selection & promotion procedures training managers

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Mental or Physical Disabilities Discrimination Disability is a mental or physical impairment

that substantially limits one or more major life activities

Stereotypes are a problem Reduce by:

educating using assistive technology

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Deep-Level Diversity

Are individual differences that can only be learned through interaction with others

Big 5 Personality Dimensions Work-Related Personality Dimensions

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Big 5 Personality Dimensions

ExtraversionExtraversion

AgreeablenessAgreeablenessConscientiousnessConscientiousness

EmotionalEmotionalstabilitystability

Openness toOpenness toexperienceexperience

Pers

onal

ityPe

rson

ality

PersonalityPersonality

Pers

onal

ityPe

rson

ality

PersonalityPersonality

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What Really Works?Conscientiousness: The Organized, Hard-

Working, Responsible Personality

Motivational Effort

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Probability of success 71%

Probability of success 66%

Job Performance

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Work-Related Personality Dimensions Authoritarianism

Machiavellianism Type A/B Personality Dimension Self-Monitoring Locus of Control Affectivity

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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

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Work-Related Personality Dimensions (cont’d)

Type A/B personality dimension the extent to which people tend toward

impatience, hurriedness, and hostility Type A personalities

hard driving, competitive, and perfectionist Type B personalities

relaxed, easygoing, and patient

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Work-Related Personality Dimensions (cont’d) Self-monitoring

the ability to adjust one’s behavior to different situations Locus of control

Internal locus of control you control what happens to you

External locus of control things that happen to you are beyond your control

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Work-Related Personality Dimensions (cont’d) Affectivity

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

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After discussing this section, you should be able to:

Learning ObjectivesHow Can Diversity Be Managed?

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

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Managing Diversity

Diversity Paradigms

Diversity Principles

Diversity Training and Practices

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Managing Diversity

Diversity Paradigms

Diversity Principles

Diversity Training and Practices

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Diversity Paradigms

Discrimination and Fairness Access and Legitimacy Learning and Effectiveness

Organizational Plurality

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Benefits of the Learning and Effectiveness Paradigm

Values Common Ground

Makes a Distinction Between Individual andGroup Differences

Less Likely to Encounter Conflict, Backlash, and Divisiveness

Brings Different Groups Together

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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 and positive feedback Set high, but realistic goals

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Diversity Training and Practices

Training•Awareness

•Skills-based

Practices•Diversity Audits•Diversity Pairing•Top Management

Share Minority Experience

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What Really Happened? Diversity Problems at Denny’s Increased representation of minorities

Denny’s now makes 18 percent of its purchases with minority-owned firms

Minority workers now comprise 48 percent of its staff The board of directors has 4 minority members

Ranked best American company for minorities two years in a row by Fortune