Managing the Diverse Workforce Chapter 11 Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

Managing Diversity  Managing diversity  Managing a culturally diverse workforce by recognizing the characteristics common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organization’s advantage. 11-2

Components of a Diversified Workforce 11-3 Figure 11.1

Diversity Today  Diversity  Differences that include religious affiliation, age, disability status, military experience, sexual orientation, economic class, educational level, lifestyle, gender, race, ethnicity, and nationality 11-4

Diversity Today  Managing diversity means not just tolerating or accommodating all sorts of differences, but supporting, nurturing, and utilizing these differences to the organization’s advantage 11-5

Expansion of Diversity Programs in U.S. Companies 11-6 Figure 11.2

The Size of the Workforce  Lower birthrates are resulting in a smaller labor force  As the baby boom generation retires the labor force will become even smaller  Employers are likely to outsource to developing nations where birthrates are high  Still, U.S. companies will have to compete for the best candidates from a smaller labor pool 11-7

Gender Issues  Women make up about 47 percent of the workforce.  The overall labor force participation rate of women rose throughout the 1970s  Almost 60 percent of marriages are dual-earner marriages.  One of every four married women in two-income households earns more than her husband does 11-8

Gender Issues  Glass ceiling  an invisible barrier making it difficult for women and minorities to move beyond a certain level in the corporate hierarchy 11-9

The A-List: Top Women Executives Table 11.1

Gender Issues  Sexual harassment  Conduct of a sexual nature that has negative consequences for employment

Sexual Harassment  Quid pro quo harassment  Submission to or rejection of sexual conduct is used as a basis for employment decisions  Hostile environment  Occurs when unwelcome sexual conduct has the effect of unreasonably interfering with job performance or creating an intimidating or hostile, working environment 11-12

Basic Components of an Effective Sexual Harassment Policy Table 11.3

Minorities and Immigrants  Black, Asian, and Hispanic workers hold more than one of every four jobs  Asian and Hispanic workforces are growing the fastest, followed by the African-American workforce  Three in 10 college enrollees are people of color.  By 2020, most of California’s entry-level workers will be Hispanic 11-14

Minorities and Immigrants  English has become the second language for much of the population in California, Texas, and Florida  Foreign-born workers make up more than 15 percent of the U.S. civilian labor force  One in 40 people in the United States identifies himself or herself as multiracial 11-15

Mentally and Physically Disabled People  The largest unemployed minority in the U.S.  The share of the population with a disability is growing  Assistive technologies make it easier for companies to comply with the Americans with Disabilities Act 11-16

The Age of the Workforce  The median age of workers is rising substantially while the number of young workers is growing only slightly  The Bureau of Labor Statistics projects that entry-level workers will be in short supply in the future  70% of workers between intend to work in retirement  To prevent an exodus of talent, employers need strategies to help retain and attract skilled older workers  Employers must also compete for talented young workers 11-17

Utilizing Older Employees Table 11.6

Managing Diversity versus Affirmative Action  Affirmative action  Special efforts to recruit and hire qualified members of groups that have been discriminated against in the past

Competitive Advantage through Diversity and Inclusion Ability to Attract and Retain Motivated Employees Better Perspective on a Differentiated Market Ability to Leverage Creativity and Innovation in Problem Solving Enhancement of Organizational Flexibility

Challenges of Diversity and Inclusion Unexamined Assumptions Lower Cohesiveness Communication Problems Stereotyping Mistrust and Tension

Diversity Assumptions and Their Implications for Management Table 11.7

Multicultural Organizations  Monolithic organization  An organization that has a low degree of structural integration—employing few women, minorities, or other groups that differ from the majority—and thus has a highly homogeneous employee population

Multicultural Organizations  Pluralistic organization  An organization that has a relatively diverse employee population and makes an effort to involve employees from different gender, racial, or cultural backgrounds

Multicultural Organizations  Multicultural organization  An organization that values cultural diversity and seeks to utilize and encourage it

How Organizations Can Cultivate a Diverse Workforce 1.Securing top management’s leadership and commitment 2.Assessing the organization’s progress toward goals 3.Attracting employees 4.Training employees in diversity 5.Retaining employees 11-26

Attracting Employees Recruitment Accommodating Work and Family Needs Alternative Work Arrangements

Guidelines for Diversity Training Table 11.8

Retaining Employees Support Groups Mentoring Career Development and Promotions Accountability

Retaining Employees  Mentors  Higher-level managers who help ensure that high- potential people are introduced to top management and socialized into the norms and values of the organization