1. Chapter 12 Managing Individuals and a Diverse Workforce © 2015 Cengage Learning MGMT7

2. © 2015 Cengage Learning 12-1 describe diversity and explain why it matters 12-2 understand the special challenges that the dimensions of surface-level diversity pose for managers 12-3 explain how the dimensions of deep-level diversity affect individual behavior and interactions in the workplace 12-4 explain the basic principles and practices that can be used to manage diversity

3. Diversity Is Not Affirmative Action Diversity exists in an organization when there are a variety of demographic, cultural, and personal differences among the people who work there and the customers who do business there. Affirmative action refers to purposeful steps taken by an organization to create employment opportunities for minorities and women © 2015 Cengage Learning 12-1

4. 4 DiversityAffirmative Action Diversity Is Not Affirmative Action May exist without a program Broad focus Not legally based Create a positive work environment Generally accepted  A purposeful, established program  Narrow focus  Legal requirement  Compensate for past discrimination  Controversial

5. 5 Affirmative Action Programs The purpose of affirmative action programs is to…  compensate for past discrimination  prevent ongoing discrimination  provide equal opportunities to all, regardless of race, color, religion, gender, or national origin

6. 6 To create a positive work environment where… General Purpose of Diversity Programs  no one is advantaged or disadvantaged  “we” is everyone.  everyone can do his or her best work.  differences are respected and not ignored.  everyone feels comfortable.

7. Diversity Makes Good Business Sense Decreases turnover Decreases absenteeism Helps companies avoid expensive lawsuits Helps companies attract and retain talented workers Drives business growth Higher-quality problem solving © 2015 Cengage Learning 12-1

8. 8 Surface and Deep-Level Diversity Surface-Level Diversity Age Race/Ethnicity Gender Deep-Level Diversity PersonalityAttitudes Values/Beliefs PhysicalCapabilities

9. Diversity and Differences Surface-level diversity – consists of differences that are immediately observable, typically unchangeable, and easy to measure. Deep-level diversity – consists of differences communicated through verbal and nonverbal behaviors that are learned only through extended interaction with others. Social integration – the degree to which group members are psychologically attracted to working with each other to accomplish a common objective, or, as one manager put it, “working together to get the job done.” © 2015 Cengage Learning 12-2

10. Age Discrimination Treating people differently in hiring, firing, promotions, or compensation because of their age. Managers should: Recognize that age discrimination is much more pervasive then they think Make hiring and promotion decisions based on qualifications, not age Monitor the extent to which older employees receive training Ensure that younger and older workers interact with each other © 2015 Cengage Learning 12-2

11. Gender When people are treated differently because of their sex. Managers should: Mentoring Make sure that male-dominated social activities don’t unintentionally exclude women Designate a go-to person that women can talk to if they believe they are being held back © 2015 Cengage Learning 12-2

12. 12 Labor Force and Gender Distributions LABOR FORCE PARTICIPATION RATE BY SEX, PROJECTED 1950–2012 Continuing a historical trend, the labor force participation rate for men will decline as the rate for women increases. LABOR FORCE GROWTH BY SEX, PROJECTED 2002–2012 The number of women in the labor force is expected to grow at a higher rate than that for men. Source: U.S. Department of Labor

13. Women at Fortune 500 and 1000 Companies 12-2 © 2015 Cengage Learning

14. The Pay Gap over Time Women’s Median Annual Earnings as a Percentage of Men’s Median Annual Earnings for Full-time, Year-Round Workers, 1973–2013 Source: U.S. Census Bureau, Current Population Survey

15. Racial or Ethnic Discrimination When people are treated differently because of their race or ethnicity. Managers should: Start by looking at the numbers (hiring rates, promotion rates) Survey employees’ level of satisfaction Eliminate unclear selection and promotion criteria Train those who make hiring and personnel decisions © 2015 Cengage Learning 12-2

16. Percent of the Projected Population by Race and Hispanic Origins for the United States: 2010 to 2050 © 2015 Cengage Learning 12-1

17. 17 Growth of the U.S. Minority Population Growth of the U.S. Minority Population Source: U.S. Census Bureau

18. Disability Discrimination When people are treated differently because of their disabilities. Managers should: Education Workplace accommodations Actively work to find jobs for qualified people with disabilities © 2015 Cengage Learning 12-2

19. 19 Reasonable Accommodations for Disabled Workers Physical changes Quieter workspace Training and other written materials TTYs for use with telephones, computer hardware and software Time off for treatment 2.4

20. Deep-Level Diversity Represents differences that can be learned only through extended interaction with others. – Personality – Attitudes – Beliefs – Values Getting to know people better and understanding one another better leads to social integration.

21. Big Five Personality Dimensions Disposition – The tendency to respond to situations and events in a predetermined way. Personality – the relatively stable set of behaviors, attitudes, and emotions displayed over time that makes people different from others.

22. The Big Five Personality Dimensions Extraversion Emotional stability Agreeableness Conscientiousness Openness to experience © 2015 Cengage Learning 12-3

23. Big Five Dimensions of Personality 23 Extraversion/Introversion – The degree to which someone is active, assertive, gregarious, sociable, talkative, and energized by others. – Introverts tend to be less active, prefer to be alone, and are shy, quiet, and reserved.

24. Big Five Dimensions of Personality Emotional stability/Emotionally unstable – The degree to which someone is not angry, depressed, anxious, emotional, insecure, or excitable. – Emotionally unstable people find it difficult to handle the most basic demands of their jobs under only moderately stressful situations and becomes distraught, tearful, self-doubting and anxious. 24

25. Big Five Dimensions of Personality 25 Agreeableness/Disagreeableness – The degree to which someone is cooperative, polite, flexible, forgiving, good-natured, tolerant, and trusting. – Disagreeable people distrusting and difficult to work with and be around.

26. Big Five Dimensions of Personality Conscientiousness – The degree to which someone is organized, hardworking, responsible, persevering, thorough, and achievement oriented. – People who are not conscientious are lazy, not responsible, aimless, always making excuses about their failures and view the world as against them. 26

27. Big Five Dimensions of Personality 27 Openness to experience – The degree to which someone is curious, broad- minded, and open to new ideas, things, and experiences; and has a high tolerance for ambiguity.

28. Diversity Paradigms Discrimination and fairness paradigm Access and legitimacy paradigm Learning and effectiveness paradigm – organizational plurality © 2015 Cengage Learning 12-4

29. 29 Diversity Paradigms Discrimination and Fairness (assimilation) Discrimination and Fairness (assimilation) Access And Legitimacy (differentiation) Access And Legitimacy (differentiation) Learning And Effectiveness (integration) Learning And Effectiveness (integration) Acceptance and celebration of differences to ensure that company diversity matches diversity of stakeholders Acceptance and celebration of differences to ensure that company diversity matches diversity of stakeholders Integrating deep-level differences into organization Consistent with organizational plurality Integrating deep-level differences into organization Consistent with organizational plurality Equal opportunity Fair treatment Recruitment of minorities Strict compliance with laws Equal opportunity Fair treatment Recruitment of minorities Strict compliance with laws DIVERSITY PARADIGM FOCUS

30. Diversity Principles Carefully and faithfully follow and enforce federal and state laws regarding equal opportunity employment. Treat group differences as important but not special. Find common ground. Tailor opportunities to individuals, not groups. Solicit negative as well as positive feedback. Set high but realistic goals. © 2015 Cengage Learning 12-4

31. Diversity Training and Practices Awareness training Skill-based diversity training Diversity audits Diversity pairing Minority experiences © 2015 Cengage Learning 12-4

32. 32 Work-Related Personality Dimensions Authoritarianism – the extent to which an individual believes there should be power and status differences Machiavellianism – believe that virtually any type of behavior is acceptable if it leads to goal accomplishment – the end justifies the means

33. 33 Work-Related Personality Dimensions Type A/B personality dimension – the extent to which people tend toward impatience, hurriedness, and hostility – Type A personalities hard driving, competitive, perfectionist, angry, unable to relax – Type B personalities Easygoing, patient, able to relax, engage in leisure activities

34. 34 Work-Related Personality Dimensions Locus of control: the degree to which people believe that their actions influence what happens to them – Internal locus of control (what happens to you is under your control) – External locus of control (what happens to you is beyond your control)