Organization Development and Change Chapter Nineteen: Managing Workforce Diversity and Wellness Thomas G. Cummings Christopher G. Worley

Learning Objectives for Chapter Nineteen To examine human resources management interventions that address increasing workforce diversity and employee wellness. To understand how OD efforts can enhance traditional human resource approaches to these issues. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning

A Framework for Managing Diversity External Pressures For & Against Diversity Management’s Perspectives & Priorities Strategic Responses Implementation Internal Pressures For & Against Diversity Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning Age Diversity Trends Median age up Distribution of ages changing Implications Health care Mobility Security Interventions Wellness programs Job design Career development and planning Reward systems Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning Gender Diversity Trends Percentage of women in work force increasing Dual-income families increasing Implications Child care Maternity/paternity leaves Single parents Interventions Job design Fringe benefit rewards Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning Disability Diversity Trends The number of people with disabilities entering the work force is increasing Implications Job skills and challenge issues Physical space design Respect and dignity Interventions Performance management Job design Career planning and development Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning

Culture and Values Diversity Trends Rising proportion of immigrant and minority-group workers Shift in rewards Implications Flexible organizational policies Autonomy Affirmation and respect Interventions Career planning and development Employee involvement Reward systems Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning

Race/Ethnicity Diversity Trends Minorities represent large segments of workforce and a small segment of top management/senior executives Qualifications and experience of minority employees is often overlooked Implications Discrimination Interventions Equal employment opportunities Mentoring programs Education and training Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning

Sexual Orientation Diversity Trends Number of single-sex households up More liberal attitudes toward sexual orientation Implications Discrimination Interventions Equal employment opportunities Fringe benefits Education and training Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning

A Model of Stress and Work Individual Differences Occupational Stressors Physical Environment Individual: role conflict and ambiguity, lack of control Group: poor peer, subordinate or boss, relationships Organizational: poor design, HR policies, politics Stress How the individual perceives the occupational stressors Consequences Subjective: anxiety, apathy Behavioral: drug and alcohol abuse Cognitive: poor focus, burnout Physiological: high blood pressure and pulse Organizational: low productivity, absenteeism, legal action Individual Differences Cognitive/Affective: Type A or B, hardiness, social support, negative affectivity Biologic/Demographic: Age, gender, occupation, race Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning

Stress and Wellness Workplace Interventions Role Clarification A systematic process for determining expectations and understanding work roles Supportive relationships Establish trust and positive relationships Work Leaves Health Facilities Employee Assistance Programs Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning