. Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-1 Chapter 3 Approaches to equity and diversity Erica French, Glenda Strachan and John Burgess

. Arguments in addressing equity and diversity Economic rationalism –Neo-classical economics and political liberalism Human rights Social justice Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-2

. Approaches in addressing equity and diversity Legislated means anti-discrimination (human rights) equal opportunity (social justice) Non-legislated means traditional (economic rationalist) managing diversity –productive diversity (the business case) –valuing diversity Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-3

. Discrimination International Defined by the International Labour Organization (ILO) Convention No. 111 as: ‘Any distinction, exclusion or preference made on the basis of race, colour, sex, religion, political opinion, national extraction or social origin, which has the effect of nullifying or impairing equality of opportunity or treatment in employment or occupation.’ Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-4

. Anti-discrimination Federal legislation Racial Discrimination Act 1975 Sex Discrimination Act 1984 Australian Human Rights Commission Act 1986 Disability Discrimination Act 1992 Age Discrimination Act 2004 Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-5

. Objectives, operation and remedies Make discriminatory acts in certain areas upon certain grounds unlawful Establish legislative standards of acceptable behaviour applicable throughout Australia Provide remedies for discriminatory actions to individual complainants –Complaint system is confidential –Process involves conciliation and public education –Access to tribunal system to hear complaint publicly Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-6

. Equal employment opportunity Creates conditions for all workers to have an equal chance to seek and obtain employment and promotion Requires that workers are selected, promoted and treated on the basis of their individual talents and capabilities Aims to eliminate all forms of discrimination in recruitment, selection, training, personal practice and conditions of service. Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-7

. Legislation Equal Opportunity for Women in the Workplace Act 1999 The principal objects of this Act are: to promote the principle that employment for women should be dealt with on the basis of merit to promote, amongst employers, the elimination of discrimination against, and the provision of equal opportunity for, women in relation to employment matters to foster workplace consultation between employers and employees on issues concerning equal opportunity for women in relation to employment. Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-8

. Operation and remedies Establish a system of review and assessment of employment policies and practices with remedies to eliminate discrimination and disadvantage against women. Design an EEO plan relative to organisational needs. Submit biennial reports of progress to EOWA if organisation has more than 100 employees. Remedies: –Named in Parliament for non-reporting –No access to government contracts for non reporting –Given a lower rating in evaluation process for non reporting –Less frequent reporting for those with high rating –Advice on methods of change Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-9

. Diversity ‘A mixture of people with different group identities within the same social system.’ (Nkomo & Cox, 1996) Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-10

. Managing diversity A process by which organisations create an environment that encourages all employees to reach their full potential in pursuing company objectives. Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-11

. Impact of diversity on organisations Social and organisational change Increased conflict Increased flexibility Creativity and innovation Increased need for management of difference Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-12

. The business case The business case advocates increasing productivity and gaining competitive advantage through the utilisation of diverse individuals and their diverse skills. Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-13

. The business case continued Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity Benefits increases creativity and innovation encourages effective global relationships easy to ‘sell’ economic gains reduction of staff costs in turnover, sick leave, absenteeism and stress Limitations narrow does not necessarily acknowledge or include social justice aspects rarely considers inequality not all individual rights or abilities can be reduced to tangible productivity gains 3-14

. Valuing diversity The basic premise of this perspective for addressing workplace disparity is the accommodation of different individuals and the adaptation of organisation systems for reasons of best management practice and mutual benefit and development. Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 3-15

. Valuing diversity (cont.) Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity Benefits Limitations acknowledgement of the change required to cultural, political and structural systems rather than to individuals includes everyone in the process encourages cross-cultural education including sharing, mentoring and networking this approach looks much like the proactive end of equal opportunity change is slow there is no clear understanding of how conflict between majority groups and minority groups might be resolved 3-16