Chapter 7
Valuing Work Force Diversity
Learning Objectives
After studying Chapter 7, you will be able to:
 Define
primary and secondary dimensions of diversity.
 Explain
how prejudiced attitudes are formed.
 Develop
an awareness of the various forms of
discrimination in the workplace.
 Understand
why organizations are striving to develop
organizational cultures that value diversity.
 Identify
ways in which individuals and organizations can
enhance work force diversity.
 Explain
the current status of affirmative action
programs.
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7–2
Work Force Diversity: An Introduction
• American work force is becoming more
racially and ethnically diverse, increasingly
female and older
• Focus today is on valuing diversity by
appreciating everyone’s uniqueness,
respecting differences, and encouraging
every worker to make his or her full
contribution to the organization
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7–3
FIGURE 7.1
Primary and Secondary Dimensions of Diversity
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7–4
Prejudiced Attitudes
• Prejudice
– Is a premature judgment or opinion formed
without examination of facts
– Is often based on primary or secondary
dimensions
– Causes people to think in terms of stereotypes
What is a stereotype?
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7–5
Prejudiced Attitudes
• Most common and powerful stereotypes
focus on observable attributes:
– Age
– Gender
– Ethnicity
• Stereotypes change when we learn more
about specific members of a group
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7–6
Sources of Prejudicial Attitudes
• Childhood Experiences
– Children learn attitudes and beliefs from family,
friends, and other authority figures
• Ethnocentrism
– Is the tendency to regard our own culture or
nation as better or more correct than others
• Economic Factors
– Prejudice increases when the economy is in a
recession or depression causing housing, jobs,
and other necessities to become scarce
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7–7
How Prejudicial Attitudes Are
Formed and Retained
Childhood
Experiences
Ethnocentrism
Sources of
Prejudicial
Attitudes
Economic
Factors
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Unconscious
Prejudices
7–8
Sources of Prejudicial Attitudes
• Unconscious Prejudices
– Persons may unknowingly absorb implicit
biases from their culture over their lifetime
How can we change
unconscious prejudices?
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7–9
The Many Forms of Discrimination
• Discrimination
– Is behavior based on prejudiced attitudes
– Denies equal treatment and opportunities to
people not in the dominant group
– Can occur in many forms
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7–10
The Many Forms of Discrimination
• Gender
– Women and men are pursuing new roles and
challenging traditional stereotypes
• Age
– People are living and working longer, spurring
a rethinking of the concept of age
– Age bias, however, is still pervasive
How are workers, younger and
older, discriminated against?
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7–11
The Many Forms of Discrimination
• Race
– Denotes a category of people perceived as
distinctive on the basis of biologically inherited
traits
– Is not scientifically defensible
– Is “real” socially, politically, and psychologically
What is ethnicity? Is there a relationship
between ethnicity and race?
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7–12
The Many Forms of Discrimination
• Religion
– Religious discrimination has been an issue
throughout history
• Disability
– Mentally and physically challenged persons
are protected by the Americans with
Disabilities Act (ADA) of 1991
– Some employers are still unwilling or unable
to make reasonable accommodations
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7–13
The Many Forms of Discrimination
• Sexual Orientation
– No federal law forbids workplace
discrimination against sexual orientation
– Employers have established policies and
city and state governments enacted laws
• Subtle Forms of Discrimination
– No legal protection for subtle discrimination
What are examples of subtle
discrimination?
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7–14
TABLE 7.1
ENABLING THOSE WITH DISABILITIES
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7–15
If You Are Discriminated Against…
• You Can:
– Decide if you want to stay with the organization
– Determine whether the “difference” is something
you can change
– Address the “difference” directly if you cannot or
will not change it
– Review assertiveness skills
– Compensate by excelling
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7–16
The Economics of Valuing Diversity
• Valuing diversity means that an organization
intends to make full use of all employees
– Talents
– Ideas
– Experiences
– Perspectives
Is valuing diversity ignoring differences?
Does valuing diversity involve treating
everyone the same?
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7–17
The Economics of Valuing Diversity
• Valuing diversity can reduce the negative
effects of discrimination such as:
– Turnover
– Absenteeism
– Low productivity
• Valuing diversity can give businesses
a competitive advantage
How does valuing diversity contribute
to competitive advantage?
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7–18
Managing Diversity
• Managing Diversity
– Is the process of creating an organizational
culture that respects primary and secondary
dimensions of diversity
• As the workforce becomes more diverse,
managing becomes more challenging
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7–19
Managing Diversity
• Individuals may be unable to eliminate
deeply-held prejudices, but they can:
– Learn to change negative attitudes and
behaviors
– Learn to look critically and honestly at
myths and preconceived ideas
– Develop a sensitivity to differences
– Develop a comprehensive diversity
awareness program
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7–20
FIGURE 7.2
Three Pillars
of Diversity
What do each of the three pillars entail?
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7–21
Protected Classes
Under Title VII of the Civil Rights Act of 1964,
individuals are protected from discrimination
on the following bases:
•
•
•
•
•
Sex
Gender
Racial or ethnic origin
Religion
Age
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•
•
•
•
•
Disability
Sexual orientation
Military experience
Marital status
Pregnancy
7–22
Legislation for Protected Classes
• Age Discrimination in Employment Act
• Vietnam Era Veterans Readjustment
Assistance Act
• Pregnancy Discrimination Act
• Americans with Disabilities Act
• Civil Rights Act of 1991
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7–23
Affirmative Action: Yesterday and Today
• Affirmative Action
– Involves intentionally seeking and preferential
treatment in hiring and other employment
matters related to protected groups that are
under-represented in the organization due to
past discrimination
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7–24
The Affirmative Action Debate
• Is it time to rethink affirmative action (AA)?
– Common arguments against AA:
• Preferences are discriminatory
• Preferences do not make sense, given changing
demographics
• Socioeconomic status is a better indicator of need
What are your beliefs regarding
affirmative action?
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7–25
KEY TERMS
valuing diversity
ethnicity
primary dimensions
discrimination
secondary dimensions
race
prejudice
managing diversity
stereotypes
affirmative action
ethnocentrism
© 2012 Cengage Learning. All rights reserved.
7–26