PAFF 6306 Public Personnel Management Summer 2016, Module Two Master of Public Administration Graduate Program E. Rey Garcia, MPA Candidate The University of Texas Rio Grande Valley August 8, 2016 Employee Counseling Plan Dealing with Cross-Cultural Differences in the
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Employee Counseling Plan - Dealing with Cross-Cultural Differences in the Workplace
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PAFF 6306 Public Personnel ManagementSummer 2016, Module TwoMaster of Public Administration Graduate Program
E. Rey Garcia, MPA CandidateThe University of Texas Rio Grande ValleyAugust 8, 2016Employee Counseling Plan
Dealing with Cross-Cultural Differences in the Workplace
Public Personnel Management Employee Counseling Plan
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Dealing with Cross-Cultural Differences in the Workplace PAFF 6306
Employee Counseling PlanDealing with Cross-Cultural Differences in the Workplace
(Week Seven Assignment)
By: E. Rey Garcia, MPA CandidateMonday, August 8, 2016
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The University of Texas Rio Grande Valley (UTRGV)The Graduate College
College of Liberal ArtsPublic Affairs Department
Public Administration
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PAFF 6306: Public Personnel ManagementSummer 2016, Module 2
Facilitator: John Milford
Revision 1.0
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Table of Contents
Abstract7
Summary/Background7
The Scenario 7Resolving Difficult Employee Issues
8Defining the Types of Employee Problems
8Irresolvable Employee-to-Employee Problems
9Emerging Context for Cross-Cultural Problems
9Start and End with Assistance from the Human Resources Office
9Discovering the Real Problem or Issue
9Equity Theory 10Working through Emotionally Charged Issues
10Communicating to Resolve Issues
11Moving Beyond the Issues
11When to Use Human Resources in Troubleshooting Difficult Issues
12Traditional Role of the HR Office in Troubleshooting Difficult Issues
12Using Human Resources to Troubleshoot Difficult Issues in a Culturally Competent Organization 12Setting the Stage for Using Human Resources as an Impartial Mediator
12Using Human Resources as an Early Warning System
12Which Legislation Applies?
13Why did this Legislation Pass?
13
Analysis14
Severity of the Problem14
How many employees caused the problem?14
Is this cultural competence problem where two individuals are misinterpreting the social/work cues? 15
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Public Personnel Management Employee Counseling Plan
What is the real problem and how does each individual contribute to the problem?15
How do employees work through emotionally charged issues?15
How can employees communicate to resolve issues?16
How do employees move beyond the issues?16
Final Recommendations17
Five-Step Plan for Resolving Employee Differences18
Implications, Solutions, and Workplace Values20
Organizational Implications20
Employee-Part of the Solution21
Workplace Values21
Resources 22
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Public Personnel Management Employee Counseling Plan
Employee Counseling PlanDealing with Cross-Cultural Difference in the Workplace
E. Rey Garcia, MPA Candidate
AbstractThis scholarly research attempts to address the Human Resource
topic of Employee Counseling and dealing with Cross-Cultural
differences in the workplace. It addresses the subject of race and
gender between two employees from different cultural backgrounds.
The analysis defines the role that the Human Resources department
plays, including the enforcing of policies and legislation as it applies,
it defines the severity of the problem and what measures are taken to
resolve the differences. The concluding recommendations outline the
organizational framework and what implications are taken if the
problem persists, and what techniques are used to allow both
employees to be part of the solution.
Summary/BackgroundThe Scenario
The scenario is between two employees, Raquel and Onuka who work
for the same employer but have cultural differences which makes it
socially awkward for both to have an informal relationship or to
communicate, limiting their work interaction. In this scenario, the
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elements of cross-cultural differences of racial and gender differences
crosses the line when both are assigned to a project together. This
causes tension between both when Raquel asks Onuka for his share of
the work, which causes them to miss their deadline. This grows into a
full-blown office fight where each feels righteous about their decision
and each blames each other. Raquel feels she is being disrespected
because she is a woman and Onuka feels that Raquel does not like
him because he is African.
What is the issue or what is the problem? - The issue is that of
race and gender differences between two employees. The problem is
the disruption of the day-to-day workflow by two employees from
cultural backgrounds who refuse to work together.
What type of employee problem is it? - The type of employee
problems is that of Cross-Cultural differences between the two
employees. According to Google Online Dictionary, “cross culture is
the interaction of people from different backgrounds in the business
world. Cross culture is a vital issue in international business, as the
success of international trade depends upon the smooth interaction of
employees from different cultures and regions.”
Resolving Difficult Employee Issues: In order to resolve cultural
differences between employees, the problem must be defined. The
origin must be used in determining the root of the problem. Related
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Public Personnel Management Employee Counseling Plan
legislation must be applied. The Human Resource office should be
involved to play an impartial role. Finally, discover the real
problem/issue, deal with emotional feelings, and communicate and
move beyond the issue.
Defining the Types of Employee Problems – There are two
types of organizational relationships that can be the cause of
cross-cultural problems, employee-to-employee and supervisor-
employee relationships.
Irresolvable Employee-to-Employee Problems – Most
problems can be traced to an incident or attitude that is rooted
to the problem. The most common behavior is employees
mistreating each other.
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Emerging Context for Cross-Cultural Problems – The
passage of the Civil Rights Act of 1964, is a part of legislation
that outlawed discrimination based on race, color, religion, sex,
or national origin. The passage of this legislation has opened
work opportunities to minorities and women in the workplace.
Start and End with Assistance from the Human Resource
Office – Anytime that there is a difference between employee
that involves cultural differences, it makes sense to get the
Human Resources office involved. Most employee differences
are dealt with by HR since these problems are bound to the
organization’s policies and appeals process. The HR office
enforces these policies and takes disciplinary action if the
employee(s) does not correct such behavior.
Discovering the Real Problem or Issue – Many employee
differences are related to differences from a multicultural
organization and cross-cultural relationships. A useful
framework for understanding human problems can best be seen
through equity theory, it assumes that employees seek to
maintain an equitable ratio between the inputs they bring to the
relationship and the outcomes they receive from it (Adams,
1965).
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Equity Theory involves two comparisons.
Oneself
Equals
Other
Inputs Inputs
Outcomes Outcomes
If an employee concludes that the comparison is equal, there
are no problems. If the employee senses that someone else is
getting a similar reward for less effort or a greater reward for
similar effort, resulting in a sense of being treated unfairly.
Working through Emotionally Charged Issues – These type
of issues may arise from the debate of societal issues that are
often perceived as sensitive. Examples can range but not limited
to, political party affiliation, religious beliefs, same sex
marriage, and pro-choice rights. Organizational culture needs to
promote openness and to be mindful, listen, be empathetic,
communicate, reinforce employee relationships through
solutions that seek to strengthen the organization. Management
must allow employees to have a voice, and to respect each
other’s boundaries. If the problem is seen as insolvable, the
Human Resource office steps in and remind employees of the
consequences if policies are not followed and laws are not
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obeyed. Policies are there to protect the rights of the employees
and the interests of the organization.
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Public Personnel Management Employee Counseling Plan
Communicating to Resolve Issues – Often one must be
reminded what this country is based on, Democracy or a
government by the people. Organizational policies work in a
similar manner and serve as a means of employee awareness
and protection of their rights. Policies serve as instruments of
the law, identifying the consequences before the problem arises.
The organizational culture needs to use democracy as a tool to
promote fairness and equality through policy, training, and
awareness. Employees must be treated with respect through the
adaptation of an organizational norm with zero tolerance for any
form of discrimination.
Moving Beyond the Issues – This step is aimed at managers
and supervisors taking the role of moving beyond and pass the
issue at hand. It is a means of allowing employees to resolve
their differences. The best approach to use is the Problem-
Solution-Results (PSR), such approach has no author to give
credit to. It extends the statement of the problem to include a
possible solution, including results for the solution. Emotional
competencies include awareness, self-control and being more
understanding, and allowing for collaboration as a measure to
be used to resolve the differences. Another method is the
resilient approach, not letting emotions get in the way, and be
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less impulsive and have more control, realistic, empathetic, and
the willingness to take on challenges.
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When to Use Human Resources in Troubleshooting Difficult
Issues:
a. Traditional Role of the HR Office in Troubleshooting
Difficult Issues – This role is perceived to be less focused on
cultural competence. Ensuring the due process for employees.
b. Using Human Resources to Troubleshoot Difficult Issues in a
Culturally Competent Organization – The non-traditional role
requires for more cultural competence. This role sees the HR office
as an informal partner in minimizing and troubleshooting difficult
issues and problems and requires both employees and managers to
participate in culturally competent training.
c. Setting the Stage for Using Human Resources as an
Impartial Mediator – HR serves the purpose of viewing the
employee differences in a neutral less-biased approach, where the
organizational policies are the determining factor for the final
outcome.
d. Using Human Resources as an Early Warning System – The
HR office can use tools like demographics to collect data on
employee effectiveness. It can measure trends and implications to
flag potential issues that may need attention. Through employee
orientations and trainings, communicate to the organization the
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policies and the disciplinary actions for not adhering to these
policies.
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Which Legislation Applies? – The legislation that applies to this
case is the Civil Rights Act of 1964, Title II – Injunctive Relief
Against Discrimination in Places of Public Accommodation. This Act
was amended by the Equal Employment Opportunity Act (EEOC) of
1972. Prohibits employers with fifteen or more employees from
discrimination based on race, color, religion, sex, or national origin.
Dealing with Cross-Cultural Differences in the Workplace PAFF 6306
Resources
Borrego, E., & Johnson, R. G., III. (2012). Cultural Competence for Public Managers. Boca Raton, FL: CRC Press.
The Five Steps to Conflict Resolution. (n.d.). Retrieved August 08, 2016, from http://www.amanet.org/training/articles/The-Five-Steps-to-Conflict-Resolution.aspx
History.com Staff. (2010). Civil Rights Act. Retrieved August 08, 2016, from http://www.history.com/topics/black-history/civil-rights-act
How to Resolve Cultural Conflict: Overcoming Cultural Barriers at the Negotiation Table - PON - Program on Negotiation at Harvard Law School. (2016). Retrieved August 08, 2016, from http://www.pon.harvard.edu/daily/conflict-resolution/a-cross-cultural-negotiation-example-how-to-overcome-cultural-barriers
Klingner, D. E., Nalbandian, J., & Llorens, J. (2010). Public Personnel Management: Social Equity and Diversity Management (6th ed., p. 161). New York: Longman.
Office of the Clerk of the U.S. House of Representatives Library. (n.d.). Retrieved August 08, 2016, from http://library.clerk.house.gov/reference-files/PPL_CivilRightsAct_1964.pdf
Understanding Workplace Values: Finding the Best Cultural Fit. (n.d.). Retrieved August 08, 2016, from https://www.mindtools.com/pages/article/understanding-workplace-values.htm