HR discussion

© 2013 The McGraw-Hill Companies, Inc. All rights reserved.

Chapter  Two  

2-2

Learning  Objec4ves  

LO.1 Define diversity and review the four layers of diversity.

LO.2 Explain the difference between affirmative action and managing diversity.

LO.3 Explain why Alice Eagly and Linda Carli believe that a woman’s career is best viewed as traveling through a labyrinth.

LO.4 Review the demographic trends pertaining to racial groups, educational mismatches, and an aging workforce.

2-3

Learning  Objec4ves  (cont.)  

LO.5 Highlight the managerial implications of increasing diversity in the workforce.

LO.6 Describe the positive and negative effects of diversity by using social categorization theory and information/decision-making theory.

LO.7 Identify the barriers and challenges to managing diversity.

LO.8 Discuss the organizational practices used to effectively manage diversity as identified by R Roosevelt Thomas Jr.

2-4

Defining  Diversity  

!  Diversity 9  represents the multitude of individual

differences and similarities that exist among people

9  pertains to the host of individual differences that make all of us unique and different from others

2-5

Layers  of  Diversity  

2-6

Affirma4ve  Ac4on  and     Managing  Diversity  

!  Affirmative action 9  an artificial intervention aimed at giving

management a chance to correct an imbalance, an injustice, a mistake, or outright discrimination that occurred in the past.

2-7

Affirma4ve  Ac4on  and     Managing  Diversity  

!  Discrimination 9  occurs when employment decisions about an

individual are due to reasons not associated with performance or are not related to the job.

2-8

Managing  Diversity  

!  Managing diversity 9  entails enabling people to perform up to their

maximum potential 9  focuses on changing an organization’s culture

and infrastructure such that people provide the highest productivity possible

2-9

Building  the  Business  Case   for  Managing  Diversity  

!  Organizations cannot use diversity as a strategic advantage if employees fail to contribute their full talents, abilities, motivation, and commitment.

!  It is essential for an organization to create an environment or culture that allows all employees to reach their full potential.

!  Managing diversity is a critical component of creating such an environment.

2-10

Increasing  Diversity  in  the   Workforce  

!  Workforce demographics 9  statistical profiles of the characteristics and

composition of the adult working population, 9  enable managers to anticipate and adjust for

surpluses or shortages of appropriately skilled individuals.

2-11

Demographic-­‐Based  Characteris4cs   of  the  Workforce  

1.  Women navigate a labyrinth after breaking the glass ceiling

2.  Racial groups are encountering a glass ceiling and perceived discrimination

3.  Mismatch between workers’ educational attainment and occupational requirements

4.  Generational differences in an aging workforce

2-12

Glass  Ceiling  

!  Glass ceiling 9  represents  an   absolute  barrier  or   solid  roadblock  that   prevents  women   from  advancing  to   higher-­‐level  posi4ons  

2-13

Key  Trends  

1.  Men start their careers at higher levels than women

2.  Men report higher starting salaries 3.  Men move up the career ladder faster and

further than women 4.  Men have higher career satisfaction over

time than women

2-14

Causes  of  Differences  

!  Women face discrimination. !  Women spend more time handling domestic

and child care issues than men. !  Women encounter more obstacles to their

leadership and authority than men

2-15

Causes  of  Differences  

!  Women accumulate less continuous work experience than men because they periodically exit the workforce for family or motherhood.

!  Women have less social capital and lower breadth of personal networks than men.

2-16

Racial  Groups  Are  Encountering  a  Glass   Ceiling  and  Perceived  Discrimina4on  

!  Minorities in general are advancing less in the managerial and professional ranks than whites

!  The number of race-based charges of discrimination that were deemed to show reasonable cause by the EEOC increased from 294 in 1995 to 1,061 in 2008

!  Minorities tend to earn less personal income than whites

2-17

Percentage  Change  in  US   Popula4on  by  Race  

Figure  2-­‐2  

2-18

Genera4onal  Differences  in  an   Aging  Workforce  

!  By 2011, half of the US workforce will be over 50 years of age, and 80% will be over 50 by 2018.

!  The number of people living into their 80s is increasing rapidly, and this group disproportionately suffers from chronic illness.

2-19

Genera4onal  Differences  

2-20

Managing  Gender-­‐Based  Diversity  

1.  Focus on being exceptionally competent and seek mentors or sponsors

2.  Network to build social capital 3.  Seek work–life balance by delegating

housework or hiring domestic help

2-21

Managing  Gender-­‐Based  Diversity  

4.  Improve your negotiating skills. 5.  Take credit for your accomplishments 6.  Work toward creating a partnership with

your spouse that leads to a mutually supportive relationship

2-22

Managing  Racially  Based  Diversity  

!  Negative stereotypes not only block qualified people from obtaining promotions, but they can undermine a person’s confidence in their ability to lead.

2-23

Managing  Racially  Based  Diversity  

!  Given the projected increase in the number of Hispanics entering the workforce over the next 25 years, managers should consider progressive methods to recruit, retain, and integrate this segment of the population into their organizations.

2-24

Ways  Organiza4ons  Can  Mo4vate  and   Retain  an  Aging  Workforce  

1.  Provide challenging work assignments that make a difference to the firm.

2.  Give the employee considerable autonomy and latitude in completing a task.

3.  Provide equal access to training and learning opportunities when it comes to new technology.

2-25

Ways  Organiza4ons  Can  Mo4vate  and   Retain  an  Aging  Workforce  

4.  Provide frequent recognition for skills, experience, and wisdom gained over the years.

5.  Provide mentoring opportunities whereby older workers can pass on accumulated knowledge to younger employees.

6.  Ensure that older workers receive sensitive, high- quality supervision.

7.  Design a work environment that is both stimulating and fun.

2-26

The  Posi4ve  and  Nega4ve  Effects   of  Diverse  Work  Environments  

!  Social categorization theory 9  holds that similarities and differences are used

as a basis for categorizing self and others into groups, with ensuing categorizations distinguishing between one’s own in-group and one or more out-groups.

9  People tend to like and trust in-group members more than out-group members and generally favor in-groups over out-groups

2-27

The  Posi4ve  and  Nega4ve  Effects   of  Diverse  Work  Environments  

!  Information/ decision-making theory 9  proposes  that  diverse   groups  should   outperform   homogenous  groups.  

2-28

Posi4ve  Effects  of  Diverse     Work  Groups  

!  Diverse groups are expected to do a better job in earlier phases of problem solving

!  The existence of diverse perspectives can help groups to brainstorm or uncover more novel alternatives during problem-solving activities.

2-29

Posi4ve  Effects  of  Diverse     Work  Groups  

!  Diversity can enhance the number of contacts a group or work unit has at its disposal.

2-30

Reconciling  the  Effects  of  Diverse   Work  Environments  

!  Demographic fault line 9  “hypothetical dividing lines that may split a

group into subgroups based on one or more attributes.”

!  Fault lines form when work-group members possess varying demographic characteristics and negative interpersonal processes occur when people align themselves based on salient fault lines or demographic characteristics.

2-31

A  Process  Model  of  Diversity  

2-32

Barriers  and  Challenges  to    Managing  Diversity  

1.  Inaccurate stereotypes and prejudice 2.  Ethnocentrism 3.  Poor career planning 4.  A negative diversity climate

2-33

Diversity  Climate  

!  Diversity climate 9  Employees’   aggregate   percep4ons  about  an   organiza4on’s   policies,  prac4ces,   and  procedures   pertaining  to   diversity  

2-34

Barriers  and  Challenges  to    Managing  Diversity  

1.  An unsupportive and hostile working environment for diverse employees

2.  Lack of political savvy on the part of diverse employees

3.  Difficulty in balancing career and family issues

2-35

Barriers  and  Challenges  to    Managing  Diversity  

4.  Fears of reverse discrimination 5.  Diversity is not seen as an organizational

priority 6.  The need to revamp the organization’s

performance appraisal and reward system 7.  Resistance to change

2-36

Organiza4onal  Prac4ces  Used  to   Effec4vely  Manage  Diversity  

!  Option 1: Include/Exclude !  Option 2: Deny !  Option 3: Assimilate !  Option 4: Suppress

2-37

Organiza4onal  Prac4ces  Used  to   Effec4vely  Manage  Diversity  (cont.)  

!  Option 5: Isolate !  Option 6: Tolerate !  Option 7: Build Relationships !  Option 8: Foster Mutual Adaptation