Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.5–15–1 Learning Objectives Evaluate several arguments supporting and opposing affirmative action. Describe how women are affected by work/family and job assignment issues in organizations. Identify two means that organizations are using to deal with the aging of their workforces. Discuss how reasonable accommodation is made when managing individuals with disabilities and differing religious beliefs. Define diversity management and discuss why it is important.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.5–25–2 HR Perspective: Affirmative Action Affirmative Action Is Still Needed 1.To overcome past injustices. 2.To create more equality for all persons, even if temporary injustice to some individuals may result. 3.Raising the employment level of protected-class members will benefit U.S. society in the long run. 4.Properly used, affirmative action does not discriminate against males or whites. 5.Goals indicate progress needed, not quotas. Affirmative Action Is No Longer Needed 1.It penalizes individuals (males and whites) even though they have not been guilty of practicing discrimination. 2.It creates preferences of certain groups that result in reverse discrimination. 3.It results in greater polarization and separatism along gender and racial lines. 4.It stigmatizes those it is designed to help. 5.Goals become quotas by forcing employers to “play by the numbers.”
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.5–35–3 Indicators of Diversity Figure 5–8
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.5–45–4 Various Approaches to Diversity and Their Results Figure 5–9
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.5–55–5 Signs of the Glass Ceiling in the Workplace Gender-biased compensation Advancement is hampered by well-ingrained corporate cultures Work/life balance challenges impact advancement Mentoring/networks that favor males
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.5–65–6 Is There a Glass Ceiling? Some women choose not to pursue more ambitious career goals Work/family challenges get in the way of women’s advancement, not organizational obstacles Glass ceiling literature tends to ignore smaller companies and women’s entrepreneurial success
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.5–75–7 Views of Older Workers Figure 5–7
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.5–85–8 Diversity: The Business Case The “business case” for diversity can be argued based on the following points: Diversity allows new talent and new ideas from employees of different backgrounds. Diversity helps recruiting and retention, as people tend to prefer to work with others “like” themselves. Diversity allows for an increase of market share, as customers tend to prefer to buy from people of the same race or ethnic background. Diversity leads to lower costs because there may be fewer lawsuits.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.5–95–9 Diversity Training Three Components of Diversity Training Legal awareness training focuses on the legal implications of discrimination. Cultural awareness training builds a greater understanding of widely varying cultural backgrounds. Sensitivity training “sensitizes” people to differences and how words and behaviors are seen by others. Backlash Against Diversity Efforts Protected-group individuals view diversity efforts as inadequate—“corporate public relations. Nonprotected-group individuals feel like scapegoats.