Welcome! This web conference will begin at 12 noon Eastern time. If you have not already done so, please “sync” your telephone and computer as detailed in the “voice connection” tab at the bottom right-hand corner of your screen. Low-Wage Workers in the Coming Economy Speakers Stacy Blake-Beard, Associate Professor of Management, Simmons College School of Management Ellen Ernst Kossek, University Distinguished Professor, Michigan State University School of Labor & Industrial Relations Mark Popovich, Senior Program Officer, The Hitachi Foundation Moderator Maureen Scully, Assistant Professor of Management, UMASS-Boston Employer Investment in Lower-Wage Workers: Findings from the State of Corporate Citizenship 2009 Survey Mark Popovich Senior Program Officer The Hitachi Foundation Embargoed - Do NOT Release without Permission of The Hitachi 3 About The Hitachi Foundation - An independent nonprofit philanthropy established by Hitachi in 1985 - The Foundation believes that business has an essential role to play in addressing many complex global challenges of our time - Our mission is to forge an authentic integration of business actions and societal well-being in North America - We do so by discovering and expanding business practices that measurably improve the lives of economically distressed people and enhance business value Embargoed - Do NOT Release without Permission of The Hitachi 4 About the Survey and Our Goals - Derived from survey research conducted every two years with the Boston College Center for Corporate Citizenship - Phone survey by GlobeScan of a nationally representative sample of 756 small, medium, and large companies - Added questions on company practices and investments affecting the the training, education, and career advancement of lower income workers - Business commits over $100 billion annually to talent development. That is many times greater than public funding for workforce development - Lower-income workers are integral to many businesses. Effective development efforts can benefit both employees and the business bottom line Embargoed - Do NOT Release without Permission of The Hitachi 5 Selling to Embargoed - Do NOT Release without Permission of The Hitachi 6 36% Sharp Decline 49% Stable 15% Significant Increases Embargoed - Do NOT Release without Permission of The Hitachi Percent of Companies with Layoffs by Company Size Embargoed - Do NOT Release without Permission of The Hitachi 8 Lower-wage workers are an integral part of the business model for more than half of all businesses 36% 16% 52% Embargoed - Do NOT Release without Permission of The Hitachi 9 Embargoed - Do NOT Release without Permission of The Hitachi 10 Embargoed - Do NOT Release without Permission of The Hitachi 11 Q: Why do you support skill development for employees making less than $40,000 annually? Note: Results are from a subsample of 596 who report they support skill development for employees making less than $40k/year. Option to select two most important reasons. Embargoed - Do NOT Release without Permission of The Hitachi 12 Note: Subsample of 156 companies who say they do NOT support the skill development, ed, and career Adv of under $40k/yr employees. Prompted to select two most important reasons Embargoed - Do NOT Release 13 without Permission of The Hitachi Momentum for Company Investment in <$40,000 Workers 75% 80% 70% 60% 50% 40% 30% 20% 10% 2% 9% 8% 6% 0% 5- Greatly Inc 4 3-No Change 2 1-Greatly Decreased Q: To what extent has your company increased or decreased support for skill development, education, and career advancement of existing employees earning less than $40,000 annually on a five point scale where 1 =“greatly decreased,” 3 = “no change,” and 5 =“greatly increased.” Embargoed - Do NOT Release without Permission of The Hitachi 14 SIMMONS School of Management BOSTON, BOSTON, MASSACHUSETTS MASSACHUSETTS School of Management Click to edit Master title style Bringing Class Into the Classroom: Cases, Exercises, and Readings Stacy Blake-Beard, Ph.D. Simmons College School of Management Center for Gender in Organizations stacy.blakebeard@simmons.edu Aspen Institute Webinar; November 20, 2009 SIMMONS Diversity means... School of Management • If we were to shrink the world to a village of exactly 100 people, – Half of the world’s wealth would be held by 6 U.S. citizens. – Half of the villagers would suffer from malnutrition. – 80 people would live in sub-standard housing. – Just 30 people would be able to read. – Only one would have a college education. SIMMONS School of Management • Cases • Exercises • Readings Ways to Infuse Class into the Classroom SIMMONS School of Management • Donna Klein at Marriott • Rachel Hubka • The Parable of the Sadhu Cases SIMMONS Exercises School of Management • Power Simulation: Tops, Middles, Bottoms • Experience of Being Other SIMMONS Readings School of Management • • • • • Nickel and Dimed: On (Not) Getting By in America by Barbara Ehrenreich Class Matters - Social Class in the United States of America series in The New York Times Where We Stand: Class Matters by bell hooks Betrayal at Berkeley: Wages and Working Conditions at CAL. by Gretchen Purser, Amy Schalet and Ofer Sharone White Privilege: Unpacking the Invisible Knapsack by Peggy McIntosh SIMMONS School of Management The Working Poor: Increasing Workplace Inclusion As a Diversity Management & Organizational Change Initiative Dr. Ellen Ernst Kossek University Distinguished Professor Michigan State University School of Labor and Industrial Relations Center for Work Family Stress Safety and Health http://wfsupport.psy.pdx.edu/ and http://ellenkossek.lir.msu.edu/ kossek@msu.edu Aspen Institute Webinar November 20, 2009 The Inclusive Workplace Micro • Values and utilizes individual and inter-group differences within its workforce • Cooperates with, and contributes to, its surrounding community • Alleviates the needs of disadvantaged groups in its wider environment • Collaborates with individuals, groups, and organizations across national and cultural boundaries • From Mor Barak (2008) Macro © 2007 Thomson/SouthWestern. All rights reserved. 1–23 Stereotypes and Prejudice Definitions A stereotype is a standardized oversimplified mental picture that is held in common by members of a group A prejudice is derived from the verb to ‘prejudge’ and refers to a preconceived judgment or opinion held by members of a group. Most commonly, a prejudice is perceived as an irrational attitude of hostility or indifference directed against an individual, a group, a race, or their supposed characteristics • Dehumanization is a psychological mechanism in viewing members of other groups as inferior, and its behavioral manifestation is oppression. © 2007 Thomson/SouthWestern. All rights reserved.Source Bell 2007 1–24 Workplace Interventions to Increase Inclusion of Working Poor: Weaving into Employing Organizations: • Supportive Organizational Policy and Structures • Changing the Organization Culture • Management Skills & Techniques • Increasing Accountability and Measurement of the Impact of Diversity Initiatives 1–25 Example: Workplace Practice, Health and Well-Being: Initial Research Findings from the Work, Family & Health Network Video: A Better Way to Work http://www.kpchr.org/workfamilyhealthnetwork/pub lic/default.aspx The Effect of Family Supportive Supervision on Grocery Workers Dr. Ellen Kossek Dr. Leslie B. Hammer Michigan State University Portland State University Overview of Research Training Supervisors to Support Grocery Workers’ Family and Personal Lives TYPES OF SUPERVISORY SUPPORT FOR FAMILY ■ Emotional Support for Family ■ Practical Support with Scheduling Conflicts ■ Work-Family Role Modeling ■ Creative Work-Family Management ■ Source: Hammer, Kossek, & Bodner ,Yragui 2009. Journal of Management Baseline Findings Workers supervised by family-supportive managers are more likely to experience: Lower levels of work and family conflict Higher job satisfaction Lower intentions to turnover Higher reports of mental and physical health Kossek, E. E., & Hammer, L. B. (November, 2008). Work/Life Training for Supervisors Gets Big Results. Harvard Business Review. • Most beneficial for employees with high family-to-work conflict Higher job satisfaction Less likely to want to quit their job Better reports of physical health Physical Health Effects of Supervisor Training Intervention: Training buffered the negative effects of family-to-work conflict on health Trained Not Trained Low FWC Mean FWC High FWC Family-to-Work Conflict Low-Wage Workers in the Coming Economy Speakers Stacy Blake-Beard, Associate Professor of Management, Simmons College School of Management Ellen Ernst Kossek, University Distinguished Professor, Michigan State University School of Labor & Industrial Relations Mark Popovich, Senior Program Officer, The Hitachi Foundation Moderator Maureen Scully, Assistant Professor of Management, UMASSBoston