Chapter 5 Managing Diverse Employees in a Multicultural Environment

What Is Workplace Diversity? Workforce Diversity - the ways in which people in an organization are different from and similar to one another.

Exhibit 4-1 Timeline of the Evolution of Workforce Diversity

Why Is Managing Workforce Diversity So Important? People Management - diversity is, after all, about people, both inside and outside the organization. Organizational Performance - cost savings include reducing employee turnover, absenteeism, and the chance of lawsuits Strategic - workforce diversity is a key to extracting the best talent performance, market share, and suppliers from a diverse country and world.

Exhibit 4-2 Benefits of Workforce Diversity

Exhibit 4-5 Types of Diversity Found in Workplaces

Types of Workplace Diversity Age - Both Title VII of the Civil Rights Act of 1964 and the Age Discrimination in Employment Act of 1967 prohibit age discrimination. Gender - Women (49.8%) and men (50.2%) now each make up almost half of the workforce.

Types of Workplace Diversity (cont.) Race - The biological heritage (including skin color and associated traits) that people use to identify themselves Ethnicity - Social traits (such as cultural background or allegiance) that are shared by a human population

Types of Workplace Diversity (cont.) Disability/Abilities - The Americans With Disabilities Act of 1990 prohibits discrimination against persons with disabilities. Religion - Title VII of the Civil Rights Act prohibits discrimination on the basis of religion.

Types of Workplace Diversity (cont.) GLBT: Sexual Orientation and Gender Identity - U.S. federal law does not prohibit discrimination against employees on the basis of sexual orientation Other Types of Diversity - diversity refers to any dissimilarities or differences that might be present in a workplace

Challenges in Managing Diversity Personal Bias –Bias - a tendency or preference toward a particular perspective or ideology. Prejudice - a pre-conceived belief, opinion, or judgment toward a person or a group of people

Challenges in Managing Diversity (cont.) Stereotyping - judging a person based on a prejudicial perception of a group to which that person belongs. Discrimination - when someone acts out their prejudicial attitudes toward people who are the targets of their prejudice. Glass Ceiling - the invisible barrier that separates women and minorities from top management positions.

The Legal Aspect of Workplace Diversity Federal laws have contributed to some of the social change we’ve seen over the last 50-plus years Workplace diversity needs to be more than understanding and complying with federal laws. Organizations that are successful at managing diversity use additional diversity initiatives and programs

Exhibit 4-8 Major Equal Employment Opportunity Laws

Exhibit 4-8 Major Equal Employment Opportunity Laws (cont.)

Top Management Commitment to Diversity Mentoring - a process whereby an experienced organizational member (a mentor) provides advice and guidance to a less-experienced member (a protégé). Diversity Skills Training - specialized training to educate employees about the importance of diversity and to teach them skills for working in a diverse workplace

Forms of Sexual Harassment  Quid pro quo Asking for or forcing an employee to perform sexual favors in exchange for receiving some reward or avoiding negative consequences. © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 5-17

Forms of Sexual Harassment  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 Interferes with their ability to perform their jobs effectively © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 5-18

Steps to Eradicate Sexual Harassment  Develop and clearly communicate a sexual harassment policy endorsed by top management  Use a fair complaint procedure to investigate charges of sexual harassment © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 5-19

Steps to Eradicate Sexual Harassment  When it has been determined that sexual harassment has taken place, take corrective action as soon as possible  Provide sexual harassment education and training to all organizational members, including managers © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 5-20

Factors to Keep in Mind About Sexual Harassment  Every sexual harassment charge should be taken seriously  Employees who go along with unwanted sexual attention in the workplace can be victims  Employees sometimes wait before they file complaints © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 5-21

Factors to Keep in Mind About Sexual Harassment  A firm’s sexual harassment policy should be communicated to each new employee and reviewed with current employees on a periodic basis  Suppliers and customers need to be familiar with a firm’s sexual harassment policy © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 5-22

Factors to Keep in Mind About Sexual Harassment  Managers should give employees alternative ways to report incidents of sexual harassment  Employees who report sexual harassment must have their rights protected  Allegations of sexual harassment should be kept confidential © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 5-23

Factors to Keep in Mind About Sexual Harassment  Investigations of harassment charges and any disciplinary action should proceed in a timely manner  Managers must protect employees from sexual harassment from any third-party employees © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 5-24