Chapter 4
Valuing Diversity
Management: A Skills Approach, 2/e
by Phillip L. Hunsaker
Copyright © 2005 Prentice-Hall
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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
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Concepts
• Understanding and Managing
Those Who Are Dissimilar from
Us and From Each Other
• Understanding How Cultural
Diversity Affects Expectations
and Behavior
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Diversity
• Refers to the vast array of physical and
cultural differences that constitute the
spectrum of human differences
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Core Dimensions of Diversity
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Age
Ethnic Heritage
Gender
Mental/Physical Abilities
Race
Sexual Orientation
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Secondary Dimensions
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First language
Religion
Education
Work style
Income
• Military experience
• Work experience
• Geographical
location
• Family status
• Communication
style
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The Diversity Wheel
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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.
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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
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If managers fail to accept and
promote diversity as a valuable asset,
they will pay the
price of decreased
work effort and low
performance.
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Workers who
believe their
differences are valued
are likely to be
more loyal,
productive,
and
committed.
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A firm with a
reputation for
providing
opportunities will
have a
competitive
advantage in the
labor market.
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Diversity
• Promotes creativity and innovation
• Enhances organizational flexibility
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Differences Between Affirmative
Action and Managing Diversity
Affirmative Action
Managing Diversity
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Government Mandated
Legally Driven
Quantitative
Problem Focused
Assumes Assimilation
Internally Focused
Reactive
Voluntary
Productivity Driven
Qualitative
Opportunity Focused
Assumes Integration
Proactive
Internally/Externally
Focused
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How Organizations
Promote Diversity
• Affirmative Action
• Diversity
Management
Programs
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How Organizations
Promote Diversity
• Fairness and
Justice
• Decision-making
and Performance
• Flexibility
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How Managers Can Promote
Diversity
• Accountability
• Development
• Recruitment
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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
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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
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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
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What Can the Individual
Manager Do?
• Demonstrate
Acceptance of
Diversity
• Communicate
Diversity Goals
• Sensitize
Employees to
Diversity Issues
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What Can Individual
Managers Do?
• Encourage and
Support Diversity
• Recruit Broadly and
Select Fairly
• Provide Orientation
and Training for
Minorities
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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
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