MGT3045 WK2 Project

Managing Diversity © 2017 South University

Diversity Training Diversity training programs often have three components. Legal awareness is the first and most common component. Here, the training focuses on the legal implications of discrimination. This limited approach to diversity training focuses only on these legal “do's and don'ts.” Through cultural awareness training, organizations hope to build greater understanding of the differences among people. Cultural awareness training helps all participants see and accept the differences in people with widely varying cultural backgrounds. The third component of diversity training—sensitivity training—is more difficult. The aim here is to “sensitize” people to the differences among them and how their words and behaviors are seen by others. Some diversity training includes exercises containing examples of harassment and other misbehaviors. Focusing on behavior seems to hold the most promise for making diversity training more effective. For instance, cultural diversity training that teaches sales representatives and managers how to positively communicate with people from diverse backgrounds should produce positive results. Trainers emphasize that the key to avoiding backlash in diversity efforts is to stress that people can believe whatever they wish, but at work, their values are less important than their behaviors. Dealing with diversity is not about what people can and cannot say. It is about being respectful to others. (Mathis, 2017). Title VII of the Civil Rights Act prohibits discrimination on the basis of religion. Religious discrimination can take many forms, from hostile remarks to refusal to promote individuals because they have different beliefs. Employees should avoid making comments that could be viewed as offensive to someone's religious beliefs. Employment decisions should not be influenced by workers' religious beliefs. Read the following to learn more about managing religious diversity.

2 Managing Diversity

Diversity Training

Managing religious diversity can be a significant challenge for organizations. The EEOC recommends that employers consider the following reasonable accommodations for employees' religious beliefs and practices: • Scheduling changes, voluntary substitutes, and shift swaps • Changing an employee's job tasks or providing a lateral transfer • Making an exception to dress and grooming rules • Making accommodations related to paying union dues or agency fees • Making accommodations related to necessary prayer, proselytizing, and other

forms of religious expression HR staff should also teach employees about diverse religious beliefs and provide managers with proper guidelines about how to make appropriate religious accommodations. They can also instruct workers about their rights and consider all religious holidays before scheduling company activities.

Recent evidence also suggests that religion may not be an overwhelming challenge for organizations. In fact, it may be used to create a competitive advantage. A Workplace Options survey found that 44% of workers discuss religion and politics with their colleagues, but only 9% think that religion is the main cause of workplace conflict. Further, 17% claimed that the main cause of conflict involves disagreements over politics, and 52% pointed to work issues. In an effort to increase understanding and appreciation—as well as to enhance the bottom line—companies such as Tyson Foods and American Airlines are encouraging religious discussions in the workplace. These firms have developed chaplain programs and faith-based educational groups. (Mathis et al., 2017).

Mathis, R.L., Jackson, J.H., Valentine, S.R. & Meglich, P. (2017). Human resource management. (15th ed.).

Boston, MA: Cengage Learning

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Human Resource Management

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