Chapter Fifteen Valuing Work Force Diversity

Copyright © Houghton Mifflin Company. All rights reserved Chapter Preview: Valuing Work Force Diversity Primary and secondary dimensions of diversity Formation of prejudiced attitudes Discrimination in the workplace Organizational cultures that value diversity Individual and organizational enhancement of diversity Affirmative action programs

Copyright © Houghton Mifflin Company. All rights reserved Work Force Diversity – A Definition Not all countries are multicultural Some countries are homogeneous –Japan, China

Copyright © Houghton Mifflin Company. All rights reserved Work Force Diversity – A Definition The U.S. is a kaleidoscope of the world’s cultures –It is the most multiracial and multicultural country –Foreign-born population is about 32.5 million and projected to increase

Copyright © Houghton Mifflin Company. All rights reserved Figure 15.1 Foreign-Born Population Trend Source: Reprinted from April 24, 2000 issue of Business Week by special permission, copyright © 2000 by The McGraw-Hill Companies, Inc.

Copyright © Houghton Mifflin Company. All rights reserved Work Force Diversity – A Definition Diversity represents the U.S.’s biggest challenge as well as its greatest opportunity Business practices must adjust accordingly Traditionally, U.S. organizations attempted to assimilate everyone into one way of doing things

Copyright © Houghton Mifflin Company. All rights reserved Work Force Diversity – A Definition Focus today is on valuing diversity –Appreciating everyone’s uniqueness –Respecting differences –Encouraging every worker to make his or her full contribution to the organization

Copyright © Houghton Mifflin Company. All rights reserved Work Force Diversity – A Definition Organizations that foster the full participation of all workers will enjoy the sharpest competitive edge in the expanding global marketplace

Copyright © Houghton Mifflin Company. All rights reserved Total Person Insight No matter who you are, you’re going to have to work with people who are different from you. You’re going to have to sell to people who are different from you, and buy from people who are different from you, and manage people who are different from you. J.T. “Ted” Childs, Jr. Vice President, IBM Global Workforce Diversity

Copyright © Houghton Mifflin Company. All rights reserved Dimensions of Diversity Two dimensions –Primary –Secondary The greater the number of dimensions that are different, the more difficult it is to establish trust and respect

Copyright © Houghton Mifflin Company. All rights reserved Dimensions of Diversity Primary dimensions are core characteristics of each individual that cannot be changed –Age –Race –Gender –Physical and mental abilities –Sexual orientation

Copyright © Houghton Mifflin Company. All rights reserved Primary Dimensions of Diversity Form the individual’s self-image The filters through which each individual views the world Interdependent, no one dimension stands alone Each exerts an important influence on life

Copyright © Houghton Mifflin Company. All rights reserved Secondary Dimensions of Diversity Elements that can be changed or modified –Health habits –Religious –Education/training –Appearance –Relationship status –Ethnic –Communication style –Income

Copyright © Houghton Mifflin Company. All rights reserved Figure 15.2 Primary and Secondary Dimensions of Diversity

Copyright © Houghton Mifflin Company. All rights reserved The Dimensions of Diversity The interaction of primary and secondary dimensions shapes –Values –Priorities –Perceptions They add depth to the individual

Copyright © Houghton Mifflin Company. All rights reserved The Dimensions of Diversity Building effective human relationships is possible only when we value and accept these differences Without acceptance, both dimensions of diversity can become roadblocks to further cooperation and understanding

Copyright © Houghton Mifflin Company. All rights reserved Prejudiced Attitudes Prejudice is a premature judgment or an opinion that is formed without examination of the facts –Often based on primary or secondary dimensions

Copyright © Houghton Mifflin Company. All rights reserved Prejudiced Attitudes Prejudiced people tend to think in terms of stereotypes Generalizations made about all members of a particular group –Perceptions –Beliefs –Expectations

Copyright © Houghton Mifflin Company. All rights reserved Prejudiced Attitudes When we bring stereotypes to the workplace, we are likely to misinterpret or devalue some primary and secondary differences, even after we have been exposed to them

Copyright © Houghton Mifflin Company. All rights reserved Prejudiced Attitudes Most common and powerful stereotypes focus on observable attributes –Age –Gender –Ethnicity

Copyright © Houghton Mifflin Company. All rights reserved Prejudiced Attitudes Stereotypes exist because they provide easy and convenient ways to deal with people Stereotypes often are based on one or several real experiences in dealing with others

Copyright © Houghton Mifflin Company. All rights reserved Prejudiced Attitudes Xenophobia is a fear of foreigners or other strange-seeming people –Stereotype that has evolved into an anxiety disorder Prejudiced attitudes are more likely to change when we take time to learn about others

Copyright © Houghton Mifflin Company. All rights reserved Total Person Insight So long as black and white Americans see each other as stereotypes and not as people with the same dreams, ambitions, and values, this nation will be frozen in suspicion and hate. Vernon E. Jordon, Jr. Attorney and Civil Rights Leader

Copyright © Houghton Mifflin Company. All rights reserved How Prejudiced Attitudes Are Formed and Maintained Major factors that contribute to formation of prejudice: –Childhood experiences –Ethnocentrism –Economic factors

Copyright © Houghton Mifflin Company. All rights reserved Childhood Experiences The emotions of prejudice are formed in childhood Children learn attitudes and beliefs from family, friends, and other authority figures They learn how to view and treat different racial, ethnic, religious, and other groups

Copyright © Houghton Mifflin Company. All rights reserved Childhood Experiences Prejudices from childhood are alterable Prejudice continues until new information replaces old perceptions

Copyright © Houghton Mifflin Company. All rights reserved Ethnic Identity Ethnic a group united by similar –Customs –Characteristics –Race –Other common factor Ethnicity refers to condition of being culturally rather than physically distinctive

Copyright © Houghton Mifflin Company. All rights reserved Ethnocentrism Ethnocentrism is the tendency to regard our own culture or nation as better or more correct than others The standards or values of one culture are being used as a standard to measure the worth of other cultures

Copyright © Houghton Mifflin Company. All rights reserved Ethnocentrism: The Iceberg Analogy Surface aspects –Observable and relatively small –i.e., color, gender, mannerisms, job talents, speech Below the surface –Larger and deeper, and not observable –i.e., beliefs, attitudes, worldview Clash often happens below the surface

Copyright © Houghton Mifflin Company. All rights reserved Economic Factors Hard to eliminate Rooted in basic survival needs Reinforced by wide wealth and income gap between whites and nonwhites

Copyright © Houghton Mifflin Company. All rights reserved Economic Factors People’s prejudice against each other increases when the economy goes through a recession or depression and housing, jobs, and other necessities become scarce

Copyright © Houghton Mifflin Company. All rights reserved The Many Forms of Discrimination Discrimination is behavior based on prejudiced attitudes Individuals or groups that are discriminated against are denied equal treatment and opportunities offered to people in the dominant group

Copyright © Houghton Mifflin Company. All rights reserved Discrimination Denial of Employment Promotion Training Other job-related privileges On the basis of Race Lifestyle Gender Other characteristics

Copyright © Houghton Mifflin Company. All rights reserved Types of Discrimination Gender Age Race Religion Disability Sexual orientation Other subtle forms

Copyright © Houghton Mifflin Company. All rights reserved Gender Focus of much attention Traditional role’s for women have been changing Women in the work force New roles for men

Copyright © Houghton Mifflin Company. All rights reserved Age Applies to both older worker and younger workers based on perceptions –Youth for lack of practical experience –Old for difficulty adapting to change On the rise in the US

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Copyright © Houghton Mifflin Company. All rights reserved Race Race denotes a category of people perceived as distinctive on the basis of biologically inherited traits –skin color –hair texture People cannot change these traits A difficult discrimination to overcome

Copyright © Houghton Mifflin Company. All rights reserved Myth of Race The use of racial categories by the U.S. Census Bureau has been criticized Critics say they are social inventions that reinforce racism No scientific justification in human biology Suggest elimination of traditional categories

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Copyright © Houghton Mifflin Company. All rights reserved Myth of Race Individual difference are greater than group differences Wide variety with any group –i.e. Asian—Filipino, Chinese, Japanese, Korean –Linguistic, cultural and physical diversity Increase in mixed-race identity

Copyright © Houghton Mifflin Company. All rights reserved Race as Social Identity Although not scientifically defensible Race is “real” socially, politically, and psychologically Proponents of race categories believe it is the only way to ensure all groups will be treated equally Racial pride – viewed as positive reinforcement

Copyright © Houghton Mifflin Company. All rights reserved Religion Religious discrimination has been an issue throughout history Intolerance for other religions Intolerance for different denominations within a religion –i.e. Christians—Catholics, Mormons, Southern Baptist

Copyright © Houghton Mifflin Company. All rights reserved Religion in the U.S. 1.Christianity 2.Judaism History of Anti-Semitism 3.Islam Expected to surpass Judaism

Copyright © Houghton Mifflin Company. All rights reserved Disability Mentally or physically challenged people find it difficult to enter the job market Their right to do so are protected by the Americans with Disabilities Act (ADA) of 1991

Copyright © Houghton Mifflin Company. All rights reserved Disability Some employers still unwilling or unable to make reasonable accommodations Possibly loosing –Hard-working employees –New customer base –Economic opportunities

Copyright © Houghton Mifflin Company. All rights reserved Sexual Orientation Discrimination based on a person’s sexual orientation is motivated by homophobia Sexual orientation is not the big secret it once was When we are comfortable about being ourselves, we are usually more productive and creative

Copyright © Houghton Mifflin Company. All rights reserved States Whose Hate- Crime Laws Include Sexual Orientation Source: From USA Today, May 18, Copyright 2000, USA Today. Reprinted with permission. WA OR ID WY NV AZ UT CO NM CA MT

Copyright © Houghton Mifflin Company. All rights reserved Sexual Orientation Progressive companies are taking steps to provide a more open atmosphere –Employee associations –Nondiscrimination policies –Benefits for same-sex partners –Recruitment efforts

Copyright © Houghton Mifflin Company. All rights reserved Subtle Forms of Discrimination Discrimination based on gender, age, race, or disability is prohibited by law No legal protection for more subtle forms –Weight –Accents –Socioeconomic –Education –Politics –Value differences

Copyright © Houghton Mifflin Company. All rights reserved What Can You Do to Deal with Subtle Discrimination? Decide if you want to stay with the organization Determination whether the “difference” is something you can Address it directly if you cannot or will not change Review assertiveness skills Compensate by excelling

Copyright © Houghton Mifflin Company. All rights reserved The Issue of Valuing Diversity During the 1990s there was a strong shift away from treating everyone the same and a strong movement toward valuing diversity

Copyright © Houghton Mifflin Company. All rights reserved Valuing Diversity Valuing diversity means that an organization intends to make full use of all employees –Talents –Ideas –Experiences –Perspectives

Copyright © Houghton Mifflin Company. All rights reserved Valuing Diversity To remain competitive, organizations must recognize and hire the best talent regardless of –Skin color –Gender –Cultural background

Copyright © Houghton Mifflin Company. All rights reserved The Economics of Valuing Diversity Valuing diversity is an issue of many dimensions –Legal –Social –Moral –Economic

Copyright © Houghton Mifflin Company. All rights reserved The Economics of Valuing Diversity An organization’s most valuable resource is its people The cost of not helping employees learn to respect and value each other is enormous

Copyright © Houghton Mifflin Company. All rights reserved Costs of Not Valuing Diversity Employee turnover –Loss of valuable employees –Recruitment and training of new employees Discrimination complaints Tension, stress, low morale Absenteeism and lost time Delayed production Increased conflict among employees

Copyright © Houghton Mifflin Company. All rights reserved Total Person Insight More and more, organizations can remain competitive only if they can recognize and obtain the best talent; value the diverse perspectives that come with talent born of different cultures, races, and genders; nurture and train that talent; and create an atmosphere that values its workforce. Lewis Brown Griggs and Lente-Louise Louw Authors, Valuing Diversity: New Tools For A New Reality

Copyright © Houghton Mifflin Company. All rights reserved Valuing Diversity Managing diversity as an asset can exert a positive influence on –Productivity –Cooperation Companies that value diversity usually outperform companies that don’t

Copyright © Houghton Mifflin Company. All rights reserved Managing Diversity Process of creating an organizational culture where the primary and secondary dimensions of diversity are respected As workforce becomes more diverse, this becomes more challenging

Copyright © Houghton Mifflin Company. All rights reserved What Individuals Can Do We cannot totally eliminate prejudices that have been deeply held and developed over time We can learn to change negative attitudes and behaviors

Copyright © Houghton Mifflin Company. All rights reserved What Individuals Can Do Learn to look critically and honestly at the particular myths and preconceived ideas you have been conditioned to believe about others –Contact with other cultures is important

Copyright © Houghton Mifflin Company. All rights reserved What Individuals Can Do Develop a sensitivity to differences –Do not allow prejudiced activity in your presence Develop your own diversity awareness program –Diversity your life—friends, activities, study

Copyright © Houghton Mifflin Company. All rights reserved What Organizations Can Do A well-planned and well-executed diversity program can promote understanding and diffuse tension between employees who differ in age, race, gender, religious beliefs, and other characteristics.

Copyright © Houghton Mifflin Company. All rights reserved What Organizations Can Do A comprehensive diversity program has three pillars: Organizational commitment Employment practices Training and development

Copyright © Houghton Mifflin Company. All rights reserved Figure 15.5 Figure 15.4 The Three Pillars of Diversity

Copyright © Houghton Mifflin Company. All rights reserved Organizational Commitment Diversity programs seen as an event, or quick-fix can do more harm than good Organizational redesign in which diversity programs are seen as a process are more likely to be successful Objectives need to be clear in order to access outcomes

Copyright © Houghton Mifflin Company. All rights reserved Employment Practices Actively recruit diversity Plug into alternative networks Foster a climate for retention

Copyright © Houghton Mifflin Company. All rights reserved Training and Development Give managers and employees the tools they need to work more effectively with one another –Learn to value difference –Uncover unconscious behavioral patterns

Copyright © Houghton Mifflin Company. All rights reserved Affirmative Action: Yesterday and Today Affirmative action can be defined as a program that encourages the hiring and promotion of members of groups that have been discriminated against in the past It is an effort to make up for past wrongs

Copyright © Houghton Mifflin Company. All rights reserved insert table 15.5, page 379 Organizations Subject to Affirmative Action Rules and Regulations

Copyright © Houghton Mifflin Company. All rights reserved Protected Individuals Sex/gender (women, including those who are pregnant) Racial or ethnic origin (not limited to those of color) Religion (special beliefs and practices) Age (individuals over 40)

Copyright © Houghton Mifflin Company. All rights reserved Protected Individuals Individuals with disabilities (physical or mental) Sexual orientation (some state and city, not federal) Military experience (Vietnam-era veterans) Marital status (same-gender couples; some states, not federal)

Copyright © Houghton Mifflin Company. All rights reserved Affirmative Action Plans (AAP) Formal documents that employees compile annually for submission to various enforcement agencies Clarifies activities to seek out, employ, and develop talents of individuals from protected classes

Copyright © Houghton Mifflin Company. All rights reserved Common Elements of AAPs 1.Active recruitment of women and minorities 2.Elimination of prejudicial questions on employment applications 3.Establishment of specific goals and timetables for minority hiring 4.Validation of employment testing procedures

Copyright © Houghton Mifflin Company. All rights reserved The Affirmative Action Debate Some people believe it is time to rethink affirmative action Critics argue that no preferential treatment should be given to any groups

Copyright © Houghton Mifflin Company. All rights reserved The Affirmative Action Debate Common arguments –Preferences are discriminatory –Preferences do not make sense, given changing demographics The debate will continue

Copyright © Houghton Mifflin Company. All rights reserved Summary Work force diversity is a major issue for organizations that want to remain competitive in a global economy

Copyright © Houghton Mifflin Company. All rights reserved Summary Primary dimensions of diversity include –Age –Race –Gender –Physical and mental abilities –Sexual orientation

Copyright © Houghton Mifflin Company. All rights reserved Summary Secondary dimensions include –Health habits –Religious beliefs –Ethnic customs –Communication style –Relationship status –Income –General appearance –Education and training

Copyright © Houghton Mifflin Company. All rights reserved Summary Prejudice and discrimination are major barriers to effective human relations Prejudice is an attitude formed partly on ignorance, fear, and cultural conditioning

Copyright © Houghton Mifflin Company. All rights reserved Summary Prejudiced people often see others as stereotypes rather than unique individuals Discrimination is a behavior based on prejudicial attitudes

Copyright © Houghton Mifflin Company. All rights reserved Summary Groups protected by law from discrimination include –Gender –Age –Race –Abilities –Religion –Sexual orientation –Subtle forms

Copyright © Houghton Mifflin Company. All rights reserved Summary The issue of valuing diversity is an economic one for most organizations Companies cannot afford to ignore the current changes in the pool of human resources

Copyright © Houghton Mifflin Company. All rights reserved Summary Individuals can enhance diversity by letting go of their stereotypes and learning to critically and honestly evaluate their prejudiced attitudes Organizations must develop a culture that respects and enhances diversity

Copyright © Houghton Mifflin Company. All rights reserved Summary Diversity training programs should become an internal process rather than one event Companies need to seek out and employ people from diverse backgrounds

Copyright © Houghton Mifflin Company. All rights reserved Summary Affirmative action guidelines have helped bring fairness in hiring and promotion in many companies Some people believe these practices are discriminatory because of preferential treatment they were designed to protect