Chapter 12
Managing Individuals and a
Diverse Workforce
MGMT3
Chuck Williams
Designed & Prepared by
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Copyright ©2011 by Cengage Learning. All rights reserved
Predicted U.S. Population,
by Race, 2005-2070
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Diversity and Why It Matters
After reading this section,
you should be able to:
1. describe diversity and explain why it matters.
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Diversity: Differences That
Matter
Diversity Is Not
Affirmative Action
How to Build a
Business Case
for Diversity
1
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Diversity Is Not Affirmative Action
Diversity
 Broad focus
 May exist without a
program
 Not legally based
 Create a positive work
environment
 Generally accepted
Affirmative Action





Narrow focus
A purposeful,
established program
Legal requirement
Compensate for past
discrimination
Controversial
1.1
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Affirmative Action
Controversy: Does diversity need help?
• A study in the Journal of Public Economic Theory concludes that a
ban on affirmative action may result in a 35 percent drop in
enrollment at competitive colleges by underrepresented minorities.
• Under a ban, minority students with good SAT scores may be more
likely to attend less competitive schools.
• Moreover, the average SAT score among all students at competitive
schools may decrease because competitive schools will still look for
minority students to achieve a “critical mass.” But, under a ban, they
may look geographically (e.g., to low-income neighborhoods) rather
than by SAT score. As a result, competitive colleges may lose the
highest caliber minority students.
1.1
Source: S. Jaschik, “The Impact of a Ban on Affirmative Action,” Inside Higher Ed, 14 January 2009.
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Affirmative Action Programs
The purpose of affirmative action programs is to…
 compensate for past discrimination

prevent ongoing discrimination

provide equal opportunities to all, regardless of
race, color, religion, gender, or national origin
1.1
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General Purpose of Diversity Programs
To create a positive work environment where…
 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.
1.1
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Diversity Makes
Good Business Sense
Cost Savings
Attracting and Retaining Talent
Driving Business Growth
1.2
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Diversity Makes Good Business Sense
Cost Savings

Reduces turnover

Decreases absenteeism

Avoids expensive lawsuits
1.2
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Diversity Makes
Good Business Sense
Attracting and Retaining Talent

Attracts better and more diverse job
applicants

Results in higher stock market performance

Encourages workers to stay
1.2
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Diversity Makes
Good Business Sense
Driving Business Growth

Improves understanding of the marketplace

Improves quality of problem solving
1.2
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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.
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Surface and Deep-Level Diversity
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Surface-Level Diversity
Age
Gender
Race/Ethnicity
Physical
Disabilities
2
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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
© Cliff Parnell/iStockphoto.com
2.1
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Benefits of Age Diversity
Show Through at Disney
Beyond the Book
Disney recognizes the value of employees
of all ages. Younger employees just out of
college often have a lot of technological
savvy to offer. Disney has developed a two
way mentoring program where the older
more experienced workers come alongside
the new recruits and the new recruits, in
return, can help get workers who have
been out of school for a while up to speed
on the latest programs and design
software.
Source: A. McConnon and J. McGregor, “Readers at the Whiteboard”, Business Week, 23 & 30 March 2009. 35.
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Sex
•
•
•
Treating people differently
because of their sex or 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
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Sex
Women’s Earnings as a Percentage of Men’s, 1979-2008
2.2
Sources: U. S. Department of Labor. Bureau of Labor Statistics. Highlights of Women’s Earnings in 2006, available online at
http://www.bls.gov/cps/cpswom2006.pdf [accessed 21 August 2008].
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Sex
2.2
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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
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Beyond the Book
Is Diversity Fashionable?
The fashion industry has received criticism
for a lack of ethnic diversity on the runway.
Designers may argue that certain models
don’t fit the aesthetic of their lines or that
distinctive looking models might distract
attention from the clothes. Still some
designers and casting directors are trying
to develop and utilize more diverse models.
If a few people start doing hopefully it will
catch on and become “fashionable”.
Source: R. Dodes, “Crossing Fashion’s Thin White Line,” The Wall Street Journal, 1 February 2008. B1.
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Mental or Physical
Disabilities
•
•
•
A disability is a mental or physical impairment that
substantially limits one or more major life
activities.
Disability discrimination occurs when people are
treated differently because of their disabilities.
Reduce by:
– educating to address incorrect stereotypes
– committing to reasonable workplace accommodations
– recruiting qualified workers with disabilities
2.4
Web Link
http://www.ada.gov
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Reasonable Accommodations
for Disabled Workers
Physical changes
Quieter workspace
Training and other written materials
TTYs for use with telephones,
computer hardware, and software
Time off for treatment
2.4
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Socio-Economics Diversity
Can the model of surface- and deep-level
diversity accommodate socio-economic
difference as a metric? Why or why not?
3
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Incorporating Religion into the Mix
3
In Canada, McGregory
Jackman, a bus driver for the
York Region’s VIVA public
transportation system, was
sent home for the
organization’s violating dress
code by refusing to take off
his kufi, a brimless cap often
worn by Muslims as part of
their religious observance.
Said Jackman, “I just want to
go back to work and take
care of my family. I just want
to be a Muslim and do my
job.”
© Jurjen Draaijer/iStockphoto.com
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Deep-Level Diversity
“Big Five”
Dimensions
of Personality
Other Work-Related
Aspects of
Personality
3
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Big Five Dimensions of Personality
Extraversion
Emotional Stability
Agreeableness
Conscientiousness
Openness to Experience
3.1
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Work-Related
Personality Dimensions
Beyond the Book
Authoritarianism
Machiavellian Tendencies
Type A/B Personality
Locus of Control
Positive / Negative Affectivity
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Work-Related
Personality Dimensions
•
Beyond the Book
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
•
Beyond the Book
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
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Work-Related
Personality Dimensions
•
Beyond the Book
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)
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Work-Related
Personality Dimensions
•
Beyond the Book
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
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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.
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Managing Diversity
Different
Diversity
Paradigms
Diversity
Principles
Diversity
Training and
Practices
4
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Diversity Paradigms
4.1
DIVERSITY
PARADIGM
FOCUS
Discrimination
and
Fairness
Equal opportunity
Fair treatment
Recruitment of minorities
Strict compliance with laws
Access
and
Legitimacy
Acceptance and celebration
of differences
Learning
And
Effectiveness
Integrating deep-level
differences into organization
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Organizational Plurality
A work environment where:
•
all members are empowered to contribute in a way
that maximizes the benefits to the organization,
customers, themselves
•
the individuality of each member is respected by
not segmenting or polarizing people based on their
membership in a group
4.1
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Benefits of the Learning and
Effectiveness Diversity Paradigm
Values common ground
Makes a distinction between individual and
group differences
Less likely to encounter conflict, backlash,
and divisiveness
Focuses on bringing different talent and
perspectives together
4.1
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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 groups
4. Solicit negative as well as positive feedback
5. Set high but realistic goals
Web Link
4.2
http://www.eeoc.gov
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Diversity Training and Practices
Training
Practices
•
Awareness Training

Diversity Audits
•
Skills-Based
Diversity Training

Diversity Pairing
4.3
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