Chapter 12
Managing Individuals and a
Diverse Work Force
What Would You Do?
Diversity Problems at Denny’s
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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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Learning Objectives
Diversity and Why It
Matters
After discussing this section,
you should be able to:
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
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Diversity
May exist without a
program
Broad focus
Not legally based
Create a positive work
environment
Generally accepted
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Affirmative 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
environment where
• no one is advantaged or
disadvantaged
• “we” is everyone
• everyone can do their best
work
• differences are respected and
not ignored
• everyone feels comfortable
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Been There, Done That
Diversity at 7-Eleven
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Diversity is a business imperative
Diversity training began in the ‘80s
Products offered reflect their various
customers
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Diversity Makes Good Business
Sense
Cost Savings
Attracting and Retaining Talent
Driving Business Growth
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Learning Objectives
Diversity and Individual
Differences
After discussing this section,
you should be able to:
2.
3.
understand the special challenges that the
dimensions of surface-level diversity pose for
managers.
explain how the dimensions of deep-level diversity
affect individual behavior and interactions in the
workplace.
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Surface- and Deep-Level Diversity
Surface-Level Diversity
Age
Personality
Physical
Capabilities
Attitudes
Deep-Level Diversity
Race/
Ethnicity
Values/Beliefs
Gender
Adapted from Exhibit 12.4
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Age Discrimination
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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
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Treating people differently because of their
gender
Glass ceiling
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invisible barrier that keeps women and minorities
from advancing to the top of the organization
Can be diminished by:
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mentoring
stopping unintentional behavior
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Racial & Ethnic Discrimination
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Treating people differently because of their
race or ethnicity
Employment disparities do exist
Legislation has lessened the problem
Reduce by:
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improving selection & promotion procedures
training managers
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Mental or Physical Disabilities
Discrimination
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Disability is a mental or physical impairment
that substantially limits one or more major life
activities
Stereotypes are a problem
Reduce by:
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educating
using assistive technology
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Deep-Level Diversity
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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
Personality
Openness to
experience
Emotional
stability
Conscientiousness
Agreeableness
Personality
Personality
Extraversion
Personality
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What Really Works?
Conscientiousness: The Organized, HardWorking, Responsible Personality
Motivational Effort
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Probability of success
71%
Job Performance
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Probability of success
66%
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Work-Related Personality Dimensions
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Authoritarianism
Machiavellianism
Type A/B Personality Dimension
Self-Monitoring
Locus of Control
Affectivity
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Work-Related Personality Dimensions
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Authoritarianism
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the extent to which an individual believes there
should be power and status differences
Machiavellianism
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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)
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Type A/B personality dimension
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the extent to which people tend toward
impatience, hurriedness, and hostility
Type A personalities
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hard driving, competitive, and perfectionist
Type B personalities
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relaxed, easygoing, and patient
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Work-Related Personality Dimensions (cont’d)
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Self-monitoring
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the ability to adjust one’s behavior to different
situations
Locus of control
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Internal locus of control
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you control what happens to you
External locus of control
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things that happen to you are beyond your control
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Work-Related Personality Dimensions (cont’d)
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Affectivity
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Positive affectivity
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Negative affectivity
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consistently focusing on the positive aspects
consistently focusing on the negative aspects
Mood linkage
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a phenomenon where one worker’s negativity spreads to
others
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Learning Objectives
How Can Diversity Be Managed?
After discussing this section,
you should be able to:
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
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Discrimination and Fairness
Access and Legitimacy
Learning and Effectiveness
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Organizational Plurality
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Benefits of the Learning and
Effectiveness Paradigm
Values Common Ground
Makes a Distinction Between Individual and
Group Differences
Less Likely to Encounter Conflict,
Backlash, and Divisiveness
Brings Different Groups Together
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Diversity Principles
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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
Practices
Training
•Awareness
•Skills-based
•Diversity Audits
•Diversity Pairing
•Top Management
Share Minority
Experience
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What Really Happened?
Diversity Problems at Denny’s
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Increased representation of minorities
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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
minorities two
by Fortune
company for
years in a row
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