reflection on mgmt
Alibrahim
jones_10e_ch05_Final.pptxCHAPTER 5
Managing Diverse Employees in a Multicultural Environment
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Learning Objectives
Discuss the increasing diversity of the workforce and the organizational environment.
Explain the central role that managers play in the effective management of diversity.
Explain why the effective management of diversity is both an ethical and a business imperative.
Discuss how perception and the use of schemas can result in unfair treatment.
List the steps managers can take to effectively manage diversity.
Identify the two major forms of sexual harassment and how they can be eliminated.
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The Increasing Diversity of the Workforce and the Environment (1 of 4)
Diversity
Dissimilarities or differences among people due to age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, education, experience, physical appearance, capabilities and disabilities, and any other characteristic that is used to distinguish between people
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The ethical imperative for equal opportunity.
Effectively managing diversity can improve organizational effectiveness.
There is substantial evidence that diverse individuals continue to experience unfair treatment.
Diversity
Dissimilarities/differences among people in age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/disabilities, and any other characteristic used to distinguish between people
The Increasing Diversity of the Workforce and the Environment (2 of 4)
Sources of Diversity in the Workplace
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Figure 5.1 Sources of Diversity in the Workplace
Diversity is dissimilarities—differences—among people due to age, gender, race, ethnicity, religion, sexual orientation, socioeconomic background, education,
experience, physical appearance, capabilities/disabilities, and any other characteristic that is used to distinguish between people.
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The Increasing Diversity of the Workforce and the Environment (3 of 4)
Glass ceiling
A metaphor alluding to the invisible barriers that prevent minorities and women from being promoted to top corporate positions
Copyright ColorBlind Images/Blend Images LLC RF
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The Increasing Diversity of the Workforce and the Environment (4 of 4)
Workforce Diversity: Age
Aging U.S. Population
Median age in the United States is 37.8 years, by 2030, 20 percent of the population will be over 65
Federal Age Discrimination Laws
Age Discrimination in Employment Act of 1964
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Major EEO Laws
Table 5.1 Major Equal Employment Opportunity Laws Affecting Human Resources Management
| Year | Law | Description |
| 1963 | Equal Pay Act | Requires that men and women be paid equally if they are performing equal work |
| 1964 | Title VII of the Civil Rights Act | Prohibits discrimination in employment decisions on the basis of race, religion, sex, color, or national origin; covers a wide range of employment decisions, including hiring, firing, pay, promotion, and working conditions |
| 1967 | Age Discrimination in Employment Act | Prohibits discrimination against workers over the age of 40 and restricts mandatory retirement |
| 1978 | Pregnancy Discrimination Act | Prohibits discrimination against women in employment decisions on the basis of pregnancy, childbirth, and related medical decisions |
| 1990 | Americans with Disabilities Act | Prohibits discrimination against the disabled individuals in employment decisions and requires that employers make accommodations for disabled workers to enable them to perform their jobs |
| 1991 | Civil Rights Act | Prohibits discrimination (as does Title VII) and allows for the awarding of punitive and compensatory damages, in addition to back pay, in cases of intentional discrimination |
| 1993 | Family and Medical Leave Act | Requires that employers provide 12 weeks of unpaid leave for medical and family reasons, including paternity and illness of a family member |
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Major Equal Employment Opportunity Laws Affecting Human Resources Management
1963, Equal Pay Act: Requires that men and women be paid equally if they are performing equal work
1964, Title VII of the Civil Rights Act: Prohibits discrimination in employment decisions on the basis of race, religion, sex, color, or national origin; covers a wide range of employment decisions, including hiring, firing, pay, promotion, and working conditions
1967, Age Discrimination in Employment Act: Prohibits discrimination against workers over the age of 40 and restricts mandatory retirement
1978, Pregnancy Discrimination Act: Prohibits discrimination against women in employment decisions on the basis of pregnancy, childbirth, and related medical decisions
1990, Americans with Disabilities Act: Prohibits discrimination against disabled individuals in employment decisions and requires that employers make accommodations for disabled workers to enable them to perform their jobs
1991, Civil Rights Act: Prohibits discrimination (as does Title VII) and allows for the awarding of punitive and compensatory damages, in addition to back pay, in cases of intentional discrimination
1993, Family and Medical Leave Act: Requires that employers provide 12 weeks of unpaid leave for medical and family reasons, including paternity and illness of a family member
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Workforce Diversity: Gender
Women in the Work Place
The U.S. workforce is 44.3% female.
Women’s median weekly earnings are $726 compared to $895 for men.
Women hold only 14.6% of executive officer positions.
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Race and Ethnicity (1 of 2)
Census Bureau distinguishes between the following races:
American Indian or Alaska Native, Asian Indian, black, African American, Chinese, Filipino, Japanese, Korean, Vietnamese, other Asian, Native Hawaiian, Guamanian or Chamorro, Samoan, other Pacific Islander, white, and other races
The racial and ethnic diversity of the U.S. population is increasing quickly, as is the diversity of the workforce.
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Most Hispanics prefer to be identified by their country of origin.
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Race and Ethnicity (2 of 2)
The U.S. Census Bureau treats ethnicity in terms of whether a person is Hispanic, Latino, or of Spanish origin or not.
Most Hispanics prefer to be identified by their country of origin.
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Workforce Diversity: Religion
Accommodation for Religious Beliefs
Scheduling of critical meetings
Providing flexible time off for religious observances
Posting holy days for different religions on the company calendar
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Workforce Diversity: Capabilities and Disabilities
Disability Issues
Providing reasonable accommodations for individuals with disabilities
Promoting a nondiscriminatory workplace environment
Educating the organization about disabilities and AIDS
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Workforce Diversity: Socioeconomic Background
Socioeconomic background
Refers to a combination of social class and income-related factors
Socioeconomic diversity requires that managers be sensitive and responsive to the needs and concerns of individuals who might not be as well off as others.
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Workforce Diversity: Sexual Orientation
Sexual Orientation Issues
Employment and workplace discrimination
Same-sex partner benefits
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Other Kinds of Diversity
Whether individuals are attractive or unattractive, thin or overweight, in most cases has no bearing on their job performance.
Sometimes these physical sources of diversity end up influencing advancement rates and salaries.
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Critical Managerial Roles (1 of 2)
Managers can take many more steps to become sensitive to the ongoing effects of diversity in their organizations, take advantage of all the contributions diverse employees can make, and prevent diverse employees from being unfairly treated.
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Managers have more influence than rank-and-file employees.
When managers commit to diversity, it legitimizes diversity efforts of others.
Effective management of diversity hinges on two factors:
Minorities start out at a slight disadvantage due to the ways in which they are perceived by others in the organization
Research suggests slight differences in treatment can cumulate and result in major disparities over time
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Critical Managerial Roles (2 of 2)
Table 5.2 Managerial Roles and the Effective Management of Diversity
| Type of Role | Specific Role | Example |
| Interpersonal | Figurehead | Conveys that the effective management of diversity is a valued goal and objective |
| Interpersonal | Leader | Serves as a role model and institutes policies and procedures to ensure that diverse members are treated fairly |
| Interpersonal | Liaison | Enables diverse individuals to coordinate their efforts and cooperate with one another |
| Informational | Monitor | Evaluates the extent to which all employees are treated fairly |
| Informational | Disseminator | Informs employees about diversity policies and initiatives and the intolerance of discrimination |
| Informational | Spokesperson | Supports diversity initiatives in the wider community and speaks to diverse groups to interest them in career opportunities |
| Decisional | Entrepreneur | Commits resources to develop new ways to effectively manage diversity and eliminate biases and discrimination |
| Decisional | Disturbance handler | Takes quick action to correct inequalities and curtail discriminatory behavior |
| Decisional | Resource allocator | Allocates resources to support and encourage the effective management of diversity |
| Decisional | Negotiator | Works with organizations (e.g. suppliers) and groups (e.g. labor unions) to support and encourage the effective management of diversity |
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Managerial Roles and the Effective Management of Diversity
Interpersonal Roles
Figurehead: Conveys that the effective management of diversity is a valued goal and objective
Leader: Serves as a role model and institutes policies and procedures to ensure that diverse members are treated fairly
Liaison: Enables diverse individuals to coordinate their efforts and cooperate with one another
Informational Roles:
Monitor: Evaluates the extent to which all employees are treated fairly
Disseminator: Informs employees about diversity policies and initiatives and the intolerance of discrimination
Spokesperson: Supports diversity initiatives in the wider community and speaks to diverse groups to interest them in career opportunities
Decisional Roles
Entrepreneur: Commits resources to develop new ways to effectively manage diversity and eliminate biases and discrimination
Disturbance handler: Takes quick action to correct inequalities and curtail discriminatory behavior
Resource allocator: Allocates resources to support and encourage the effective management of diversity
Negotiator: Works with organizations (e.g., suppliers) and groups (e.g., labor unions) to support and encourage the effective management of diversity
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Example: PricewaterhouseCoopers
Bob Moritz, chairman and senior partner of the U.S. firm of PwC and a PwC global network leadership team member, has long been an enthusiastic supporter and proponent of the effective management of diversity.
Moritz gets together with diversity resource groups on a quarterly basis and ensures that executives and partners are working toward diversity and inclusion goals in a variety of areas such as recruiting and retention, engagement, promotions, and cross-cultural mentoring.
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The Ethical Imperative to Manage Diversity Effectively (1 of 2)
Distributive justice
A moral principle calling for fair distribution of pay, promotions, and other organizational resources based on meaningful contributions that individuals have made and not personal characteristics over which they have no control
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Distributive Justice: A moral principle calling for the distribution of pay raises, promotions, job titles, interesting job assignments, office space, and other organizational resources to be based on meaningful contribution that individuals have made and not personal characteristics over which they have no control.
The Ethical Imperative to Manage Diversity Effectively (2 of 2)
Procedural justice
A moral principle calling for the use of fair procedures to determine how to distribute outcomes to organizational members
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Procedural Justice
Exists when managers:
Carefully appraise a subordinate’s performance
Take into account any environmental obstacles to high performance
Ignore irrelevant personal characteristics
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Managing Diversity Effectively Makes Good Business Sense
What diversity of employees provides
A variety of points of view and approaches to problems and opportunities can improve managerial decision making.
Diverse employees can provide a wider range of creative ideas.
Diverse employees are more attuned to the needs of diverse customers.
Diversity can increase the retention of valued organizational members.
Diversity is expected and required by other firms.
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Perception
Perception
The process through which people select, organize, and interpret what they see, hear, touch, smell, and taste to give meaning and order to the world around them
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When perceptions are inaccurate managers are likely to make bad decisions and take inappropriate actions.
Bad decisions include:
1) Not hiring qualified people
2) Failing to promote top-performing subordinates
3) Promoting poorly performing managers because they have a desired “diversity profile”
Factors That Influence Managerial Perception
Schema
An abstract knowledge structure stored in memory that allows people to organize and interpret information about a person, event, or situation
Gender schema
Preconceived beliefs or ideas about the nature of men and women, their traits, attitudes, behaviors, and preferences
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Perception as a Determinant of Unfair Treatment
Stereotype
Simplistic and often inaccurate beliefs about the typical characteristics of particular groups of people
Bias
The systematic tendency to use information about others in ways that result in inaccurate perceptions
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Bias
Similar-to-me effect
Perceive others who are similar to ourselves more positively than we perceive people who are different
Social status effect
Perceive individuals with high social status more positively than those with low social status
Salience effect
Focus attention on individuals who are conspicuously different
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Overt Discrimination
Overt discrimination
Knowingly and willingly denying diverse individuals access to opportunities and outcomes in an organization
Unethical and illegal
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Overt Discrimination
Knowingly and willingly denying diverse individuals access to opportunities and outcomes in an organization
Unethical and illegal
Violation of the principles of distributive and procedural justice
Subjects firm to lawsuits
Steps in Managing Diversity Effectively (1 of 2)
Secure top management commitment.
Strive to increase the accuracy of perceptions.
Increase diversity awareness.
Increase diversity skills.
Encourage flexibility.
Pay close attention to how organizational members are evaluated.
Consider the numbers.
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Steps in Managing Diversity Effectively
Secure top management commitment
Strive to increase the accuracy of perceptions
Increase diversity awareness
Increase diversity skills
Encourage flexibility
Pay close attention to how organizational members are evaluated
Consider the numbers
Empower employees to challenge discriminatory behaviors, actions, and remarks
Reward employees for effectively managing diversity
Provide training utilizing a multi-pronged, ongoing approach
Encourage mentoring of diverse employees
Steps in Managing Diversity Effectively (2 of 2)
Empower employees to challenge discriminatory behaviors, actions, and remarks.
Reward employees for effectively managing diversity.
Provide training utilizing a multi-pronged, ongoing approach.
Encourage mentoring of diverse employees.
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Diversity Awareness Programs
Provide members with accurate information about diversity.
Uncover personal biases and stereotypes.
Assess personal beliefs, attitudes, and values and learning about other points of view.
Develop an atmosphere in which people feel free to share their differing perspectives.
Improve understanding of others who are different.
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How to Manage Diversity
Mentoring
Process by which an experienced member of an organization (the mentor) provides advice and guidance to a less experienced member (the protegé) and helps the less experienced member learn how to advance in the organization and in his or her career.
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Forms of Sexual Harassment (1 of 2)
Quid pro quo
Asking for or forcing an employee to perform sexual favors in exchange for receiving some reward or avoiding negative consequences
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Forms of Sexual Harassment (2 of 2)
Hostile work environment
Telling lewd jokes, displaying pornography, making sexually oriented remarks about someone’s personal appearance, and other sex-related actions that make the work environment unpleasant
Interferes with co-workers’ ability to perform their jobs effectively
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Steps to Eradicate Sexual Harassment (1 of 2)
Develop and clearly communicate a sexual harassment policy endorsed by top management.
Use a fair complaint procedure to investigate charges of sexual harassment.
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It should contain:
Examples of types of behavior that are unacceptable
A procedure for employees to use to report instances of harassment
A discussion of the disciplinary actions that will be taken when harassment has taken place
A commitment to educate and train organizational members about sexual harassment
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Steps to Eradicate Sexual Harassment (2 of 2)
When it has been determined that sexual harassment has taken place, take corrective action as soon as possible.
Provide sexual harassment education and training to all organizational members, including managers.
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Factors to Keep in Mind About Sexual Harassment (1 of 4)
Every sexual harassment charge should be taken seriously.
Employees who go along with unwanted sexual attention in the workplace can be victims.
Employees sometimes wait before they file complaints.
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Factors to Keep in Mind About Sexual Harassment (2 of 4)
A firm’s sexual harassment policy should be communicated to each new employee and reviewed with current employees on a periodic basis.
Suppliers and customers need to be familiar with a firm’s sexual harassment policy.
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Managers should provide employees with alternative ways to report incidents of sexual harassment.
Employees who report sexual harassment must have their rights protected.
Allegations of sexual harassment should be kept confidential.
Factors to Keep in Mind About Sexual Harassment (3 of 4)
Managers should give employees alternative ways to report incidents of sexual harassment.
Employees who report sexual harassment must have their rights protected.
Allegations of sexual harassment should be kept confidential.
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Factors to Keep in Mind About Sexual Harassment (4 of 4)
Investigations of harassment charges and any disciplinary action should proceed in a timely manner.
Managers must protect employees from sexual harassment from any other employee.
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Redbox - Run time: 10:47
Redbox was created to fill a customer need in the marketplace—renting low-cost movies in a convenient location. It is now America's number 1 choice for movie rentals and has over 27,800 kiosks across the country dispensing DVDs, Blu-ray, and video games. Located conveniently in over 400 retail partnerships, customers can rent a DVD for only $1 per day. Redbox has responded to the challenges of continuously advancing technology by allowing customers to view kiosks' inventory and reserve items online, and search Redbox's database for the closest kiosk that has a desired item in stock. A diverse workforce is important to Redbox to help it better understand its customers and address its customers' wants and needs.
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Appendix 1 The Increasing Diversity of the Workforce and the Environment (2 of 4)
In a pie chart with equal pieces, the graphic shows sources of diversity in the workplace: age, gender, race, ethnicity, religion, sexual orientation, socio-economic background, capabilities/disabilities, education, experience, physical appearance, and other characteristics.
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