TENTH EDITON
Robert L. Mathis

John H. Jackson
Chapter 5
Managing Diversity and
Equal Employment
© 2003 Southwestern College Publishing. All rights reserved.
SECTION 2
Staffing the
Organization
PowerPoint Presentation by Charlie Cook

Learning Objectives (cont’d)
After you have read this chapter, you should be able to:
– Define diversity management important.
, and discuss why it is
– Discuss several arguments supporting and opposing affirmative action.
– Describe how women are affected by work/family and job assignment issues in organizations.
– Discuss the two types of sexual harassment and how employers should respond to complaints.
– Identify two means organizations are using to deal with the aging of their workforces.
© 2002 Southwestern College Publishing. All rights reserved. 5 –2

Learning Objectives
– Discuss how reasonable accommodation is made when managing individuals with disabilities and differing religious beliefs.
© 2002 Southwestern College Publishing. All rights reserved. 5 –3

Managing Diversity


Diversity
– The differences among people
Protected-Group Concerns
– Perceived hostile organizational cultures
– Stereotyping
© 2002 Southwestern College Publishing. All rights reserved. 5 –4

Dimensions of Diversity
© 2002 Southwestern College Publishing. All rights reserved.
Figure 5 –1
5 –5

Continuum of Diversity Approaches
Source: Adapted from ideas suggested by Stella M. Nkomo and Ellen Ernst Kossek, “Managing
Diversity,” in Ellen Ernst Kossek and Richard N. Block, Managing Human Resources in the 21 st Century
(Cincinnati: Thomson Learning, 2000), Chapter 9; and Parshotam Dass and Barbara Parker, “Strategies for Managing Human Resource Diversity,” Academy of Management Executive , May 1999, 68 –80.
© 2002 Southwestern College Publishing. All rights reserved.
Figure 5 –2
5 –6

Reasons for Diversity Efforts
Organizational
Performance
Reduction in
Discrimination
Complaints and
Costs
Diversity
Efforts
Diverse Thinking and Problem
Solving
© 2002 Southwestern College Publishing. All rights reserved.
Recruiting and
Retention
5 –7

Common
Diversity
Management
Components
© 2002 Southwestern College Publishing. All rights reserved.
Figure 5 –3
5 –8

EEO Issues and Race, National Origin, and Citizenship
EEO Issues
Racial/Ethnic
Demographics
Immigrants and
Foreign-Born Worker
Requirements
Bilingual Employees and English-Only
Requirements
© 2002 Southwestern College Publishing. All rights reserved. 5 –9

Racial/Ethnic Composition of U.S. Population, 2000
Source: “Primary Colors,” The Economist , March 17, 2001.
© 2002 Southwestern College Publishing. All rights reserved.
Figure 5 –4
5 –10

U.S. Civilian Labor Force Composition by Sex
Source: U.S. Department of Labor, Bureau of Labor Statistics, 2001.
© 2002 Southwestern College Publishing. All rights reserved.
Figure 5 –5
5 –11

Sex Discrimination in Jobs and Careers



Nepotism
– The practice of allowing relatives to work for the same employer.
Job Assignments and “Nontraditional” Jobs
– Women are increasingly entering jobs traditionally occupied only by men.
The “Glass Ceiling”
– Discriminatory practices that have prevented women and other protected-class members from advancing to executive-level jobs.
© 2002 Southwestern College Publishing. All rights reserved. 5 –12

Nontraditional Occupations for Women in 2000
Source: “Nontraditional Occupations for Women in 2000,” U.S. Department of Labor, Women’s Bureau, 2001, available at www.dol.gov/dol/wb .
© 2002 Southwestern College Publishing. All rights reserved.
Figure 5 –6
5 –13

Sex Discrimination in Jobs and Careers


“Glass Walls” and “Glass Elevator”
– The tendency for women to advance only in a limited number of functional fields within an organization.
Breaking the Glass
– Establishing mentoring programs
– Providing career rotation
– Increasing top management and boardroom diversity
– Establishing goals for diversity
– Allowing for alternative work arrangements
© 2002 Southwestern College Publishing. All rights reserved. 5 –14

Sexual Harassment and
Workplace Relationships

Types of sexual harassment
– Quid pro quo
• Linking employment outcomes to the harassed individual’s granting of sexual favors.
– Hostile environment
• Allowing intimidating or offensive working conditions to unreasonably affect an individual’s performance or psychological well-being.
© 2002 Southwestern College Publishing. All rights reserved. 5 –15

Potential Sexual Harassers
© 2002 Southwestern College Publishing. All rights reserved.
Figure 5 –7
5 –16

Sexual Harassment and
Workplace Relationships (cont’d)

Legal Standards on Sexual Harassment
– Tangible employment actions (e.g., termination) that result from sexual harassment create a liability for the employer.
– Affirmative defense for employers in dealing with sexual harassment incidents includes:
• Establishing a sexual harassment policy
• Communicating the policy regularly
• Training employees to avoid sexual harassment
• Investigating and taking actions when complaints arise
© 2002 Southwestern College Publishing. All rights reserved. 5 –17

Sexual
Harassment
Liability
Determination
Source: Virginia Collins and Dr. Robert L.
Mathis, Omaha, Nebraska. May not be reproduced without permission
© 2002 Southwestern College Publishing. All rights reserved.
Figure 5 –8
5 –18

Age Issues and Diversity Management

Job Opportunities for Older Workers
– Discrimination against “overqualified” older employees in hiring
– Instances of age discrimination in the workforce reduction when layoffs impact largely older workers
– Older Workers Benefit Protection Act (OWBPA) of
1990 and equal treatment of older workers
– Attracting, retaining, and managing older workers
© 2002 Southwestern College Publishing. All rights reserved. 5 –19

Employment Advancement Barriers for Individuals with Disabilities
Source: Based on data in SHRM/Cornell University Survey on Implementation of the Employment
Provisions of the ADA , (Alexandria, VA: Society for Human Resource Management, 2001).
© 2002 Southwestern College Publishing. All rights reserved.
Figure 5 –9
5 –20

Individuals with Disabilities in the Workplace
Recruiting Individuals with Disabilities
Employees Who
Develop Disabilities
Individuals with Life-
Threatening Illnesses
Reasonable
Accommodations
Individuals with
Mental Disabilities
© 2002 Southwestern College Publishing. All rights reserved. 5 –21

Religion and Spirituality in the Workplace
Title VII of Civil Rights Act of 1964 prohibits discrimination of religion
Managing Religious
Diversity in Workplaces
Accommodation of religious beliefs in work schedules
Respect for religious practices affecting dress and appearance
© 2002 Southwestern College Publishing. All rights reserved.
Accommodation of religious expression in the workplace
5 –22