Chapter 4 Valuing Diversity Management: A Skills Approach, 2/e by Phillip L. Hunsaker Copyright © 2005 Prentice-Hall Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall Learning Objectives Explain How Diversity Strengthens Organizations Encourage and Support Diversity to Meet Organizational Needs Be Creative and Flexible in Dealing with Difficulties Faced by Diverse Employees Be Accountable by Recruiting Broadly and Selecting Employees Fairly Assist Diverse Employees through Training and Orientation Break Down Barriers Standing in the Way of Appreciating Diversity Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall Concepts Understanding and Managing Those Who Are Dissimilar from Us and From Each Other Understanding How Cultural Diversity Affects Expectations and Behavior Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall Diversity Refers to the vast array of physical and cultural differences that constitute the spectrum of human differences Copyright © 2005 Prentice-Hall

Core Dimensions of Diversity Age Ethnic Heritage Gender Mental/Physical Abilities Race Sexual Orientation Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall Secondary Dimensions First language Religion Education Work style Income Military experience Work experience Geographical location Family status Communication style Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall The Diversity Wheel Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall The challenge for managers is to recognize that each person can bring value and strengths to the workplace based on his/her own unique combination of diversity characteristics. Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall Changing Workforce The United States is Facing: A Shrinking Labor Pool An Aging Workforce More Women in the Workforce Increasing Numbers of Immigrants Globalization of Business Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall If managers fail to accept and promote diversity as a valuable asset, they will pay the price of decreased work effort and low performance. Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall Workers who believe their differences are valued are likely to be more loyal, productive, and committed. Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall A firm with a reputation for providing opportunities will have a competitive advantage in the labor market. Copyright © 2005 Prentice-Hall

Copyright © 2005 Prentice-Hall Diversity Promotes creativity and innovation Enhances organizational flexibility Copyright © 2005 Prentice-Hall

Differences Between Affirmative Action and Managing Diversity Government Mandated Legally Driven Quantitative Problem Focused Assumes Assimilation Internally Focused Reactive Managing Diversity Voluntary Productivity Driven Qualitative Opportunity Focused Assumes Integration Proactive Internally/Externally Focused Copyright © 2005 Prentice-Hall

How Organizations Promote Diversity Affirmative Action Diversity Management Programs Copyright © 2005 Prentice-Hall

How Organizations Promote Diversity Fairness and Justice Decision-making and Performance Flexibility Copyright © 2005 Prentice-Hall

How Managers Can Promote Diversity Accountability Development Recruitment Copyright © 2005 Prentice-Hall

Diversity Accountability Practices Top management’s personal intervention Internal advocacy groups Emphasis on EEO statistics, profiles Inclusion of diversity in performance evaluation Inclusion of diversity in promotion criteria Inclusion of diversity in management succession planning Work and family policies Policies against racism, sexism Internal audit or attitude survey Active affirmative action committee Copyright © 2005 Prentice-Hall

Diversity Development Practices Diversity training programs Networks and support groups Development programs for all high-potential managers Informal networking activities Job rotation Formal/Informal mentoring program Early development programs for all high-potential new hires Internal training Recognition events Copyright © 2005 Prentice-Hall

Diversity Recruitment Practices Targeted recruitment of non-managers Key outside hires Extensive public exposure on diversity Corporate image as progressive Partnerships with educational institutions Recruitment incentives Internships Publications that highlight diversity Targeted recruitment of managers Partnerships with non-traditional groups Copyright © 2005 Prentice-Hall

What Can the Individual Manager Do? Demonstrate Acceptance of Diversity Communicate Diversity Goals Sensitize Employees to Diversity Issues Copyright © 2005 Prentice-Hall

What Can Individual Managers Do? Encourage and Support Diversity Recruit Broadly and Select Fairly Provide Orientation and Training for Minorities Copyright © 2005 Prentice-Hall

What Else Can Individual Managers Do? Be Creative and Flexible When Dealing with Diversity Problems Motivate According to Individual Needs Reinforce Positive and Minimize Negative Employee Differences Copyright © 2005 Prentice-Hall