1. Managing Diverse Employees in a Diverse Environment4
Chapter
Managing Diverse Employees in a Diverse Environment

2. Chapter #4 Learning Objectives
By the conclusion of this discussion you should:
Understand the changing demographics of our workforce and how this impacts management
Understand want diversity is and what it is not.
Be able to adapt your management style to effective manage diversity capitalizing on the benefits.

3. “A diverse workforce provides the talent, creativity, flexibility, world-vision, and strength that we need to successfully compete in Global markets.”

4. Finding yourself in Diversity!

5. ppreciate
articipate
elebrate

6. Appreciate
To be keenly aware or sensitive to issues of diversity

7. socio-economic status
Appreciate: Iceberg
physical characteristics
religion
gender
race
marriage status
family
geographic origin
hobbies
language
career
political
socio-economic status
sexual orientation
ethnicity

8. Managing Diverse Workforces
Diversity:
should be broad enough to encompass ALL (employees, customers, clients, vendors, etc.)
refers to differences among people (any and all differences)
Be aware and sensitive to diversity issues
Diversity raises important ethical and social responsibility issues.
One way to we aware of differences is to look at the statistics.
The workforce has become much more diverse during the last 30 years. Diversity is an ethical and social responsibility issue
Not following this is against the law and unethical.
When all have equal opportunity, the organization benefits.

9. Changing Workforce More women & minorities Older workforce By 2008:
70% new entrants in US labor force will be women and minorities
The number of non-white workers will grow 2 to 3 times faster than white workers
Today’s workforce:
54% men
46% women
Older workforce
Average age today – 35.5
SHRM Workplaces Forecast: A strategic Look

10. Changing Workforce Other changes:
Women out number men in earning bachelors, graduate and law degrees and account for 40% of doctorates.
Over one-quarter of the adult US population has never been married.
Parents are having children later in life.
Over 20% of Americans said they had some level of disability.
4.2% of the population self-identity as being gay or lesbian.
Socioeconomic changes are significant
SHRM Workplaces Forecast: A strategic Look

11. Ramifications of a Changing Workforce
Recruitment/Selection/Retention
Child care issues
Leave programs
pregnancy, personal, family, illness
Flexibility scheduling
job sharing, part-time, work-at-home, children in the workplace.
Benefit plans
Flexible/Cafeteria
Heath care

12. Ramifications of a Changing Workforce
Training/re-training
Language translations
Retirement options
Spouse relocation plans
Discrimination Claims
Sexual Harassment

13. Sexual Harassment
Quid pro quo harassment: victim is requested to perform sexual favors to keep a job or win promotion.
Hostile work environment harassment: Some members are faced with a hostile, intimidating work environment.
Damages both the person being harassed and the organization.
Both men and women can be victims. Same sex sexual harassment is covered as well.
Lewd jokes, pornographic displays and remarks. Hostile work environment is based on the receivers perception and not on the harassers intention. Harassment must be unwelcome and harasser needs to have knowledge that behavior is offensive. To win in court the behavior must be server and/or pervasive.

14. Avoiding Harassment
Develop and communicate a sexual harassment policy.
Set up a fair complaint system to investigate allegations. Conduct immediate, thorough, confidential investigations.
Take Action.
Provide harassment annual training to employees and managers.
Point out that these actions are unacceptable.
If there are problems, correct them at once.
Management is held to a higher standard. You can get yourself and your employer into trouble by violating sexual harassment policies. Employers can be help strictly liable for the action of their managers.

15. Manage Diversity
Distributive Justice: dictates members be treated fairly concerning pay raises, promotions, office space and similar issues. (outcome)
Procedural Justice: managers should use fair practices to determine how to distribute outcomes to members. (process)
These rewards should be assigned based on merit and performance.
A legal requirement that is becoming more prevalent in American business.
This involves how managers appraise worker performance or decide who to layoff.

16. Why problems exist?
Biases: systematic tendencies to use information in ways that result in inaccurate perceptions.
Stereotypes: inaccurate beliefs about a given group.
Discrimination: Denying individuals access to opportunities and outcomes in an organization based on a non-work related issue.
People often view those like themselves positively and have biases about others.
Social status is a type of bias conferred to people of differing social position.

17. Diversity Makes Business Sense
Competitive advantage
Diverse employees provide new, different points of view.
Cost savings/ROI
Business growth
Organizational reputation
Customers are also diverse.

18. Managing Diversity Focus on observable behaviors Avoid stereotyping
Evaluate output not input
Don’t make assumptions about non-standard behavior
Provide feedback based on observation
Zero tolerance
Test/evaluate your own behavior

19. Diversity Program Gain/maintain top management commitment
Create diversity awareness
Educate the workforce
increase diversity skills
perceptions
Recognize & celebrate differences
Reward employees for effectively managing diversity
Increase diversity awareness: managers need to become aware of their own bias.
Understand cultural differences and their impact on working styles.
Practice effective communication with diverse groups.
Be sure top management is committed to diversity.

20. “We get together on the basis of our similarities;
We grow on the basis of our differences.”
Virginia Satir

21. Conclusion
Diversity is an advantage to organizations and managers should know how to capitalize on the diversity in their workforce.
Treat all people with respect and equity according to their knowledge, skills and abilities and problems will be eliminated.

22. Learning Objectives (cont’d)
Appreciate the steps managers can take to effectively manage diversity
Understand the two major forms of sexual harassment and how they can be eliminated.

23. Chapter Outline
The Increasing Diversity of the Workforce and the Environment
Age
Gender
Race and Ethnicity
Religion
Capabilities/Disabilities
Socioeconomic Background
Sexual Orientation

24. Chapter Outline (cont’d)
Management of Diversity
Critical Managerial Roles
The Ethical Imperative to Manage Diversity Effectively
Effectively Managing Diversity Makes Good Business Sense
Perception
Factors that Influence Managerial Perception
Perception as a Determinant of Unfair Treatment
Overt Discrimination

25. Chapter Outline (cont’d)
How to Manager Diversity Effectively
Steps in Managing Diversity Effectively
Sexual Harassment
Forms of Sexual Harassment
Steps Managers Can Take to Eradicate Sexual Harassment
Summary and Review

26. The Increasing Diversity of the Workforce and the Environment
Differences among people in age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/disabilities
Diversity Concerns and Issues
The ethical imperative for equal opportunity
The illegality of unfair treatment
Diversity’s positive effect on organizational performance
The continuing bias toward diverse individuals

27. Sources of Diversity in the Workplace
Figure 4.1

28. Workforce Diversity Glass Ceiling
A metaphor alluding to the invisible barriers that prevents minorities and women from being promoted to top corporate positions.
2008: Projected New Entrants in the U.S. Labor Force
Source: Bureau of Labor Statistics, Projections from Current Population Survey, 1988–1998.
Figure 4.2

29. Workforce Diversity: Age
Aging U.S. Population
Median age in the United States is 35.3 years, up 2.5 years from 1990; age cohort contains 37.7 million persons
Federal Age Discrimination Laws
1964 Title VII of the Civil Rights Act of 1964
1967 Age Discrimination in Employment Act
1978 Pregnancy Discrimination Act
1990 Americans with Disabilities Act
1991 Civil Rights Act
1993 Family and Medical Leave Act

30. Workforce Diversity: Gender
Women in the Work Place
U.S. workforce is 46% percent female
Women’s median earnings are less than two-thirds of the median earnings of men.
Women hold only 12% of corporate officer positions

31. Workforce Diversity: Race and Ethnicity
1998 to 2008 Growth Rates for the U.S. Working Population

32. Workforce Diversity: Religion
Accommodation for Religious Beliefs
Scheduling of critical meetings
Providing flexible time off for holy days
Posting holy days for different religions on the company calendar

33. Workforce Diversity: Capabilities and Disabilities
Disability Issues
Providing reasonable accommodations for individuals with disabilities
Promoting a nondiscriminatory workplace environment
Educating the organization about disabilities and AIDS

34. Workforce Diversity: Socioeconomic Background
Socioeconomic Background Issues
Widening diversity in income levels
Single mothers and the “working poor”
Child and elder care for working parents

35. Workforce Diversity: Sexual Orientation
Sexual Orientation Issues
Employment and workplace discrimination
Provision of domestic-partner benefits

36. Managers and the Effective Management of Diversity
Critical Managerial Roles
Interpersonal
Figurehead • Leader • Liaison
Informational
Monitor • Disseminator • Spokesperson
Decisional
Entrepreneur • Disturbance Handler
Resource Allocator • Negotiator

37. The Ethical Imperative to Manager Diversity Effectively
Distributive Justice
A moral principle calling for the distribution of pay, raises, promotions, and other organizational resources to be based on meaningful contribution that individuals have made and not personal characteristics over which they have no control.

38. Women-of-color Managers Cite Barriers to Their Advancement
Source: 1999 Census of Women Corporate Officers and Top Earners and 1999 Census of Women Board of Directors of Fortune 1000, and Catalyst Women of Color in Corporate Management: Opportunities and Barriers, 1999, October 21, 2001.
Figure 4.3

39. The Ethical Imperative to Manager Diversity Effectively (cont’d)
Procedural Justice
A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members.

40. Managing Diversity Effectively Makes Good Business Sense
What a Diversity of Employees Provides
A variety of points of view and approaches to problems and opportunities can improve managerial decision making.
Diverse employees can provide a wider range of creative ideas.
Diverse employees are more attuned to the needs of diverse customers.
Diversity can increase the retention of valued organizational members.
Diversity is expected/required by other firms

41. Perception Perception
The process through which people select, organize, and interpret what they see, hear, touch, smell, and taste to give meaning and order to the world around them.

42. Perception Factors that Influence Managerial Perception Schema
An abstract knowledge structure that is stored in memory and makes possible the interpretation and organization of information about a person, event, or situation
Gender Schema
Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences

43. Perception (cont’d) Perception as a Determinant of Unfair Treatment
Stereotype
Simplistic and often inaccurate beliefs about the typical characteristics of particular groups of people
Bias
The systematic tendency to use information about others in ways that result in inaccurate perceptions
Types of biases: similar-to-me, social status, salience

44. Perception (cont’d) Overt Discrimination
Knowingly and willingly denying diverse individuals access to opportunities and outcomes in an organization
Unethical and illegal
Violation of the principles of distributive and procedural justice
Subjects firm to lawsuits

45. How to Manage Diversity
Steps in Managing Diversity Effectively
Secure top management commitment
Strive to increase the accuracy of perceptions
Increase diversity awareness
Increase diversity skills
Encourage flexibility
Pay close attention to how organizational members are evaluated
Consider the numbers

46. How to Manage Diversity (cont’d)
Steps in Managing Diversity Effectively (cont’d)
Empower employees to challenge discriminatory behaviors, actions, and remarks
Reward employees for effectively managing diversity
Provide training utilizing a multipronged, ongoing approach
Encourage mentoring of diverse employees

47. How to Manage Diversity (cont’d)
Mentoring
A process by which an experienced member of an organization (the mentor) provides advice and guidance to an less experienced member (the protégé) and helps the less experienced member learn how to advance in the organization and in his or her career.

48. Sexual Harassment Forms of Sexual Harassment Quid pro quo
Asking of forcing an employee to perform sexual favors in exchange for some reward or to avoid negative consequences.
Hostile work environment
Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone’s personal appearance, and other sex-related actions that make the work environment unpleasant.

49. Avoiding Harassment Develop a zero-tolerance policy on harassment
Communicate the policy to all; pointing out that these actions are unacceptable.
Implement a complaint system to investigate allegations—if there are problems, correct them at once (reasonable).
Provide harassment training to employees and managers.