Chapter 4 Valuing Diversity Management: A Skills Approach, 2/e by Phillip L. Hunsaker Copyright © 2005 Prentice-Hall 4-1 Learning Objectives • Explain How Diversity Strengthens Organizations • Encourage and Support Diversity to Meet Organizational Needs • Be Creative and Flexible in Dealing with Difficulties Faced by Diverse Employees • Be Accountable by Recruiting Broadly and Selecting Employees Fairly • Assist Diverse Employees through Training and Orientation • Break Down Barriers Standing in the Way of Appreciating Diversity 4-2 Copyright © 2005 Prentice-Hall Concepts • Understanding and Managing Those Who Are Dissimilar from Us and From Each Other • Understanding How Cultural Diversity Affects Expectations and Behavior 4-3 Copyright © 2005 Prentice-Hall Diversity • Refers to the vast array of physical and cultural differences that constitute the spectrum of human differences 4-4 Copyright © 2005 Prentice-Hall Core Dimensions of Diversity • • • • • • Age Ethnic Heritage Gender Mental/Physical Abilities Race Sexual Orientation 4-5 Copyright © 2005 Prentice-Hall Secondary Dimensions • • • • • First language Religion Education Work style Income • Military experience • Work experience • Geographical location • Family status • Communication style 4-6 Copyright © 2005 Prentice-Hall The Diversity Wheel 4-7 Copyright © 2005 Prentice-Hall The challenge for managers is to recognize that each person can bring value and strengths to the workplace based on his/her own unique combination of diversity characteristics. 4-8 Copyright © 2005 Prentice-Hall Changing Workforce The United States is Facing: • A Shrinking Labor Pool • An Aging Workforce • More Women in the Workforce • Increasing Numbers of Immigrants • Globalization of Business 4-9 Copyright © 2005 Prentice-Hall If managers fail to accept and promote diversity as a valuable asset, they will pay the price of decreased work effort and low performance. 4-10 Copyright © 2005 Prentice-Hall Workers who believe their differences are valued are likely to be more loyal, productive, and committed. 4-11 Copyright © 2005 Prentice-Hall A firm with a reputation for providing opportunities will have a competitive advantage in the labor market. 4-12 Copyright © 2005 Prentice-Hall Diversity • Promotes creativity and innovation • Enhances organizational flexibility 4-13 Copyright © 2005 Prentice-Hall Differences Between Affirmative Action and Managing Diversity Affirmative Action Managing Diversity • • • • • • • • • • • • • • Government Mandated Legally Driven Quantitative Problem Focused Assumes Assimilation Internally Focused Reactive Voluntary Productivity Driven Qualitative Opportunity Focused Assumes Integration Proactive Internally/Externally Focused 4-14 Copyright © 2005 Prentice-Hall How Organizations Promote Diversity • Affirmative Action • Diversity Management Programs 4-15 Copyright © 2005 Prentice-Hall How Organizations Promote Diversity • Fairness and Justice • Decision-making and Performance • Flexibility 4-16 Copyright © 2005 Prentice-Hall How Managers Can Promote Diversity • Accountability • Development • Recruitment 4-17 Copyright © 2005 Prentice-Hall Diversity Accountability Practices Top management’s personal intervention Internal advocacy groups Emphasis on EEO statistics, profiles Inclusion of diversity in performance evaluation Inclusion of diversity in promotion criteria Inclusion of diversity in management succession planning 7. Work and family policies 8. Policies against racism, sexism 9. Internal audit or attitude survey 10. Active affirmative action committee 1. 2. 3. 4. 5. 6. 4-18 Copyright © 2005 Prentice-Hall Diversity Development Practices 1. Diversity training programs 2. Networks and support groups 3. Development programs for all high-potential managers 4. Informal networking activities 5. Job rotation 6. Formal/Informal mentoring program 7. Early development programs for all high-potential new hires 8. Internal training 9. Recognition events 4-19 Copyright © 2005 Prentice-Hall Diversity Recruitment Practices 1. Targeted recruitment of non-managers 2. Key outside hires 3. Extensive public exposure on diversity 4. Corporate image as progressive 5. Partnerships with educational institutions 6. Recruitment incentives 7. Internships 8. Publications that highlight diversity 9. Targeted recruitment of managers 10. Partnerships with non-traditional groups 4-20 Copyright © 2005 Prentice-Hall What Can the Individual Manager Do? • Demonstrate Acceptance of Diversity • Communicate Diversity Goals • Sensitize Employees to Diversity Issues 4-21 Copyright © 2005 Prentice-Hall What Can Individual Managers Do? • Encourage and Support Diversity • Recruit Broadly and Select Fairly • Provide Orientation and Training for Minorities 4-22 Copyright © 2005 Prentice-Hall What Else Can Individual Managers Do? • Be Creative and Flexible When Dealing with Diversity Problems • Motivate According to Individual Needs • Reinforce Positive and Minimize Negative Employee Differences 4-23 Copyright © 2005 Prentice-Hall