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    This chapter discusses managing a diverse workforce. It begins by outlining the changing demographics in the workplace, including greater representation of women, minorities, older workers, and those with disabilities. Next, it explores how to effectively manage diversity through appreciating differences, avoiding biases and stereotypes, and ensuring fair treatment. It emphasizes the business case for diversity by highlighting how it can boost creativity, decision-making, and cultural understanding. The chapter concludes by providing strategies for developing strong diversity programs and policies to promote inclusion.

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    This chapter discusses managing a diverse workforce. It begins by outlining the changing demographics in the workplace, including greater representation of women, minorities, older workers, and those with disabilities. Next, it explores how to effectively manage diversity through appreciating differences, avoiding biases and stereotypes, and ensuring fair treatment. It emphasizes the business case for diversity by highlighting how it can boost creativity, decision-making, and cultural understanding. The chapter concludes by providing strategies for developing strong diversity programs and policies to promote inclusion.

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    73 views49 pages

    Managing Diverse

    Uploaded by

    Bambang Andjar
    This chapter discusses managing a diverse workforce. It begins by outlining the changing demographics in the workplace, including greater representation of women, minorities, older workers, and those with disabilities. Next, it explores how to effectively manage diversity through appreciating differences, avoiding biases and stereotypes, and ensuring fair treatment. It emphasizes the business case for diversity by highlighting how it can boost creativity, decision-making, and cultural understanding. The chapter concludes by providing strategies for developing strong diversity programs and policies to promote inclusion.

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    of 49

    Chapter

    Managing Diverse Employees in a Diverse Environment

    Chapter #4 Learning Objectives


    By the conclusion of this discussion you should:
    Understand the changing demographics of our workforce and how this impacts management Understand want diversity is and what it is not.

    Be able to adapt your management style to effective manage diversity capitalizing on the benefits.

    A diverse workforce provides the talent, creativity, flexibility, world-vision, and strength that we need to successfully compete in Global markets.

    Finding yourself in Diversity!

    ppreciate

    articipate elebrate

    Appreciate To be keenly aware or sensitive to issues of diversity

    Appreciate: Iceberg religion physical characteristics gender marriage status


    geographic origin

    race
    family

    hobbies
    sexual orientation political

    career
    language ethnicity

    socio-economic status

    Managing Diverse Workforces Diversity:


    should be broad enough to encompass ALL refers to differences among people

    (employees, customers, clients, vendors, etc.) (any and all differences)

    Be aware and sensitive to diversity issues

    Changing Workforce
    More women & minorities
    By 2008:
    70% new entrants in US labor force will be women and minorities The number of non-white workers will grow 2 to 3 times faster than white workers

    Todays workforce:
    54% men 46% women

    Older workforce
    Average age today 35.5
    SHRM Workplaces Forecast: A strategic Look 2002-2003

    Changing Workforce
    Other changes:
    Women out number men in earning bachelors, graduate and law degrees and account for 40% of doctorates. Over one-quarter of the adult US population has never been married. Parents are having children later in life. Over 20% of Americans said they had some level of disability. 4.2% of the population self-identity as being gay or lesbian. Socioeconomic changes are significant
    SHRM Workplaces Forecast: A strategic Look 2002-2003

    Ramifications of a Changing Workforce


    Recruitment/Selection/Retention
    Child care issues Leave programs
    pregnancy, personal, family, illness

    Flexibility scheduling
    job sharing, part-time, work-at-home, children in the workplace.

    Benefit plans
    Flexible/Cafeteria Heath care

    Ramifications of a Changing Workforce


    Training/re-training Language translations Retirement options

    Spouse relocation plans


    Discrimination Claims Sexual Harassment

    Sexual Harassment
    Quid pro quo harassment: victim is requested to perform sexual favors to keep a job or win promotion.

    Hostile work environment harassment: Some members are faced with a hostile, intimidating work environment.

    Avoiding Harassment
    Develop and communicate a sexual harassment policy. Set up a fair complaint system to investigate allegations. Conduct immediate, thorough, confidential investigations. Take Action. Provide harassment annual training to employees and managers.

    Manage Diversity
    Distributive Justice: dictates members be treated fairly concerning pay raises, promotions, office space and similar issues. (outcome) Procedural Justice: managers should use fair practices to determine how to distribute outcomes to members. (process)

    Why problems exist?


    Biases: systematic tendencies to use information in ways that result in inaccurate perceptions. Stereotypes: inaccurate beliefs about a given group. Discrimination: Denying individuals access to opportunities and outcomes in an organization based on a non-work related issue.

    Diversity Makes Business Sense


    Competitive advantage
    Diverse employees provide new, different points of view.

    Cost savings/ROI Business growth Organizational reputation

    Managing Diversity
    Focus on observable behaviors Avoid stereotyping Evaluate output not input Dont make assumptions about non-standard behavior Provide feedback based on observation

    Zero tolerance
    Test/evaluate your own behavior

    Diversity Program
    Gain/maintain top management commitment
    Create diversity awareness Educate the workforce
    increase diversity skills
    perceptions

    Recognize & celebrate differences

    Reward employees for effectively managing diversity

    We get together on the basis of our similarities; We grow on the basis of our differences.
    Virginia Satir

    Conclusion
    Diversity is an advantage to organizations and managers should know how to capitalize on the diversity in their workforce. Treat all people with respect and equity according to their knowledge, skills and abilities and problems will be eliminated.

    Learning Objectives (contd)


    Appreciate the steps managers can take to effectively manage diversity

    Understand the two major forms of sexual harassment and how they can be eliminated.

    Chapter Outline
    The Increasing Diversity of the Workforce and the Environment
    Age Gender Race and Ethnicity Religion Capabilities/Disabilities Socioeconomic Background Sexual Orientation

    Chapter Outline (contd)


    Management of Diversity
    Critical Managerial Roles The Ethical Imperative to Manage Diversity Effectively Effectively Managing Diversity Makes Good Business Sense

    Perception
    Factors that Influence Managerial Perception

    Perception as a Determinant of Unfair Treatment


    Overt Discrimination

    Chapter Outline (contd)


    How to Manager Diversity Effectively
    Steps in Managing Diversity Effectively

    Sexual Harassment
    Forms of Sexual Harassment

    Steps Managers Can Take to Eradicate Sexual Harassment

    Summary and Review

    The Increasing Diversity of the Workforce and the Environment


    Diversity
    Differences among people in age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/disabilities

    Diversity Concerns and Issues


    The ethical imperative for equal opportunity The illegality of unfair treatment

    Diversitys positive effect on organizational performance


    The continuing bias toward diverse individuals

    Sources of Diversity in the Workplace

    Source:

    Figure 4.1

    Workforce Diversity
    Glass Ceiling
    A metaphor alluding to the invisible barriers that prevents minorities and women from being promoted to top corporate positions.

    2008: Projected New Entrants in the U.S. Labor Force

    Source: Bureau of Labor Statistics, Projections from Current Population Survey, 19881998.

    Figure 4.2

    Workforce Diversity: Age


    Aging U.S. Population
    Median age in the United States is 35.3 years, up 2.5 years from 1990; 45-54 age cohort contains 37.7 million persons

    Federal Age Discrimination Laws


    1964 Title VII of the Civil Rights Act of 1964 1967 Age Discrimination in Employment Act 1978 Pregnancy Discrimination Act

    1990 Americans with Disabilities Act


    1991 Civil Rights Act 1993 Family and Medical Leave Act

    Workforce Diversity: Gender


    Women in the Work Place
    U.S. workforce is 46% percent female Womens median earnings are less than two-thirds of the median earnings of men. Women hold only 12% of corporate officer positions

    Workforce Diversity: Race and Ethnicity


    1998 to 2008 Growth Rates for the U.S. Working Population
    3.5% 3.0% 2.5% 2.0% 1.5% 1.0% .5% .0%

    White

    Black

    Hispanic

    Workforce Diversity: Religion


    Accommodation for Religious Beliefs
    Scheduling of critical meetings Providing flexible time off for holy days Posting holy days for different religions on the company calendar

    Workforce Diversity: Capabilities and Disabilities


    Disability Issues
    Providing reasonable accommodations for individuals with disabilities Promoting a nondiscriminatory workplace environment Educating the organization about disabilities and AIDS

    Workforce Diversity: Socioeconomic Background


    Socioeconomic Background Issues
    Widening diversity in income levels Single mothers and the working poor Child and elder care for working parents

    Workforce Diversity: Sexual Orientation


    Sexual Orientation Issues
    Employment and workplace discrimination Provision of domestic-partner benefits

    Managers and the Effective Management of Diversity


    Critical Managerial Roles
    Interpersonal
    Figurehead Leader Liaison

    Informational
    Monitor Disseminator Spokesperson

    Decisional
    Entrepreneur Disturbance Handler

    Resource Allocator Negotiator

    The Ethical Imperative to Manager Diversity Effectively


    Distributive Justice
    A moral principle calling for the distribution of pay, raises, promotions, and other organizational resources to be based on meaningful contribution that individuals have made and not personal characteristics over which they have no control.

    Women-of-color Managers Cite Barriers to Their Advancement

    Source: 1999 Census of Women Corporate Officers and Top Earners and 1999 Census of Women Board of Directors of Fortune 1000, and Catalyst Women of Color in Corporate Management: Opportunities and Barriers, 1999, www.catalystwomen.org, October 21, 2001.

    Figure 4.3

    The Ethical Imperative to Manager Diversity Effectively (contd)


    Procedural Justice
    A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members.

    Managing Diversity Effectively Makes Good Business Sense


    What a Diversity of Employees Provides
    A variety of points of view and approaches to problems and opportunities can improve managerial decision making.

    Diverse employees can provide a wider range of creative ideas.


    Diverse employees are more attuned to the needs of diverse customers.

    Diversity can increase the retention of valued organizational members.


    Diversity is expected/required by other firms

    Perception
    Perception
    The process through which people select, organize, and interpret what they see, hear, touch, smell, and taste to give meaning and order to the world around them.

    Perception
    Factors that Influence Managerial Perception
    Schema
    An abstract knowledge structure that is stored in memory and makes possible the interpretation and organization of information about a person, event, or situation

    Gender Schema
    Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences

    Perception (contd)
    Perception as a Determinant of Unfair Treatment
    Stereotype
    Simplistic and often inaccurate beliefs about the typical characteristics of particular groups of people

    Bias
    The systematic tendency to use information about others in ways that result in inaccurate perceptions Types of biases: similar-to-me, social status, salience

    Perception (contd)
    Overt Discrimination
    Knowingly and willingly denying diverse individuals access to opportunities and outcomes in an organization Unethical and illegal

    Violation of the principles of distributive and procedural justice


    Subjects firm to lawsuits

    How to Manage Diversity


    Steps in Managing Diversity Effectively
    Secure top management commitment Strive to increase the accuracy of perceptions Increase diversity awareness Increase diversity skills Encourage flexibility Pay close attention to how organizational members are evaluated Consider the numbers

    How to Manage Diversity (contd)


    Steps in Managing Diversity Effectively (contd)
    Empower employees to challenge discriminatory behaviors, actions, and remarks Reward employees for effectively managing diversity

    Provide training utilizing a multipronged, ongoing approach


    Encourage mentoring of diverse employees

    How to Manage Diversity (contd)


    Mentoring
    A process by which an experienced member of an organization (the mentor) provides advice and guidance to an less experienced member (the protg) and helps the less experienced member learn how to advance in the organization and in his or her career.

    Sexual Harassment
    Forms of Sexual Harassment
    Quid pro quo
    Asking of forcing an employee to perform sexual favors in exchange for some reward or to avoid negative consequences.

    Hostile work environment


    Telling lewd jokes, displaying pornography, making sexually oriented remarks about someones personal appearance, and other sex-related actions that make the work environment unpleasant.

    Avoiding Harassment
    Develop a zero-tolerance policy on harassment Communicate the policy to all; pointing out that these actions are unacceptable. Implement a complaint system to investigate allegationsif there are problems, correct them at once (reasonable). Provide harassment training to employees and managers.

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