Managing+ind+n+dvrs+workforce

Chapter 12Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 1

Chapter 6

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?


Diversity and Why It Matters

After reading this section, you should be able to:

1. describe diversity and why it matters.


To create a positive work environment where…

General Purpose of Diversity Programs

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.

Adapted from Exhibit 12.2

1.1


Diversity Makes Good Business Sense

Cost Savings

Attracting and Retaining Talent

Driving Business Growth

1.2



Cost Savings

Reduces turnover Decreases absenteeism Avoids expensive lawsuits

1.2



Attracting and Retaining Talent

Attracts better and more diverse job applicants

Have higher stock market performance Encourages workers to stay

1.2



Driving Business Growth

Improves understanding of the marketplace Improves quality of problem solving

1.2


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 DiversityAge

Race/Ethnicity

Gender

Deep-Level Diversity

Personality Attitudes

Values/Beliefs

PhysicalCapabilities


Surface-Level Diversity

Race/EthnicityMental orPhysical

Disabilities

Age Gender

2


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

2.1


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

2.2


Gender

2.2Exhibit 12.4


Gender

2.2Exhibit 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

2.3


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

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

http://www.usdoj.gov/crt/ada/adahom1.htm�


Socio-Economics & Diversity

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

3


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.

3


Deep-Level Diversity

“Big Five”Dimensions

of Personality

Other Work-RelatedAspects ofPersonality

3

Differences communicated through verbal and nonverbal behaviors that are learned only through extended interaction

with others.

• personality differences, attitudes, beliefs, and values


Big Five Dimensions of Personality

ExtraversionDegree active, assertive, sociable, talkative, energized

Emotional Stability Angry, depressed, anxious, emotion, insecure

AgreeablenessCooperative, polite, flexible, forgiving, good nature

ConscientiousnessOrganized, hard-working, responsible, thorough

Openness to ExperienceCurious, broad-minded, open to new ideas3.1


Work-Related Personality Dimensions

Authoritarianism

Machiavellian Tendencies

Type A/B Personality

Locus of Control

Positive / Negative Affectivity

3.2



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

3.2



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

3.2



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)

3.2



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

3.2


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

DifferentDiversity

Paradigms

DiversityPrinciples

4

Valuing people’s differences both visible and non-visible; include sex, age, background, race, sexual orientation,

disability, religion or belief


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 FOCUS

4.1



Benefits of the Learning and Effectiveness Diversity Paradigm

Values common ground

Makes a distinction between individual andgroup differences

Less likely to encounter conflict

Focuses on bringing different talent andperspectives together

4.1


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 groups4. Reexamine, but maintain, high standards5. Set high but realistic goals

4.2


http://www.eeoc.govWeb Link

http://www.eeoc.gov/�


Diversity Training and PracticesTraining Practices

Awareness Training

Skills-BasedDiversity Training

Diversity Audits

Diversity Pairing

Minority Experiences

4.3

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socioeconomics diversity

age performance

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