Chapter Chapter

Diversity

Characteristics of individuals that shape their

identities and the experiences they have in

society.

Why Diversity?

Ensuring diversity within an organization offers supervisors:

the opportunity to make the best fit between the employee and the job,

allowing varied points of view to be aired, and

improving decision making.

Businesses and governments are striving to acknowledge diversity in their communications and interactions with citizens, employees, and customers.

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-2

A Look at Our Diversity As recently as 1980 white men accounted for half of

U.S. workers.

Today:

The number of white women in the workforce has

risen to above 50 percent--particularly mothers of

young children.

Women hold half of all management and professional

jobs.

One in 10 workers in the U.S. were born in another

country. See Figure 5.1, pg 119

Workforce will continue to age-Baby boomers (born

1946-1964) are now in their 50s-60s. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-3

Challenges to Working in a Diverse Society

Composition of the workforce is changing the way

businesses operate and can have an impact on

corporate culture.

Corporate culture-Beliefs and norms that govern

organizational behavior in a firm.

Supervisors today need new skills to communicate

and collaborate effectively with a broader range of

people.

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-4

Kinds of Challenges

Prejudice and Discrimination

Stereotypes

Sexism

Ageism

Accommodation of Disabilities

Prejudice and Discrimination

Prejudice is “pre-conceived judgement.” Know

your own prejudices, then eliminate them.

Discrimination- unfair or inequitable treatment

based on prejudice-is prohibited by law.

A workplace tainted by prejudice and

discrimination discourages and divides

employees.

Supervisors have a responsibility to help guard

against discrimination.

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-6

Stereotypes

Stereotypes are general, fixed images of others.

Supervisors must always guard against generalizing and unfairly classifying

Stereotypes prevent us from seeing people as individuals and treating them accordingly.

Two reasons stereotypes may persist:

We tend to think they are helpful shortcuts to forming opinions.

We sometimes find it comforting to think we know what people are like without taking the time to get to know them.

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-7

Sexism

Sexism is discrimination based on gender stereotypes.

Sexism challenges the supervisor’s efforts to ensure a fair and harmonious work environment.

Examples of sexism:

Passing over a woman for a physically demanding job

Asking a pregnant job applicant about child care arrangements

Denying a promotion to a qualified woman

Sexual harassment-unwanted sexual attentions including language, behavior, or display of images is illegal.

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-8

Ageism

Ageism-discrimination based on age.

Some people expect older workers to perform less effectively, but evidence shows such negative expectations are often unfounded.

The Age Discrimination in Employment Act (1967) makes it illegal to fail to hire, or to fire, based on age.

Supervisors should beware of making decisions based on assumptions about age. Exception: BFOQ.

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-9

Percentage of People Over Age 65 in the

United States, 2000 and 2003

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-10

10 Reasons to Hire Older

Workers

Accommodation of Disabilities

If a job applicant with a disability is able to perform

the necessary tasks to complete a prospective job, it

is inappropriate not to hire them simply because

they have a disability.

Employers must provide reasonable

accommodations to disabled persons, such as:

Making existing facilities readily accessible

Modifying work schedules

Providing qualified readers or interpreters.

Sources of Diversity in the Workplace

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-13

Advantages of Diversity for Supervisors

The opportunity to learn from those unlike

ourselves

A better motivated and more loyal team of

employees

Enhanced communication skills

Improved management ability

Enhanced opportunities for career

advancement

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-14

Advantages of Diversity for Organizations

Greater ability to attract and retain the best

employees for the job

Increased productivity

Higher morale and motivation throughout the

company

More resilient workforce

Greater innovation

Reduced turnover

Enhanced performance leading to greater market

share

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-15

Communication

Nonverbal communication is just as powerful in

many contexts as the actual words we say.

Body language differs from one culture to another.

Supervisors should choose words with extra care,

particularly when giving directions.

Explanation of terms should be a standard part of

orientation and training.

THINK BEFORE COMMUNICATING!!!!!

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-16

Diversity Training Formal diversity training may be needed to raise

employee awareness of multiculturalism and to

help reduce prejudice and stereotypes.

Some firms have experienced a backlash against

diversity training—problems include the

reinforcement of group stereotypes and even

lawsuits based on offensive statements made during

“awareness raising” sessions.

Appropriate controls and guidelines should

accompany the training, which should be

administered by professional trainers.

Supervisors should also seek out training. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-17

Legal Issues

Several acts of legislation have been passed to

govern hiring, pay, promotion, and evaluation.

Equal Employment Opportunity Commission (EEOC)

Instituted in 1964

Acts as the government’s major means of enforcing

equal employment opportunity law

Has the power to investigate complaints, use

conciliation to eliminate discrimination when found, and

file discrimination charges on behalf of an individual if

needed

States have passed their own laws to fill any gaps in

federal law. Wal-Mart Lawsuit

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved. 5-18