Welcome! This web conference will begin at 12 noon Eastern time. If you have not already done so, please “sync” your telephone and computer as detailed

Welcome!This web conference will begin at 12 noon

Easterntime.

If you have not already done so, please “sync”your telephone and computer as detailed in the“voice connection” tab at the bottom right-handcorner of your screen.

Low-Wage Workers in the Coming Economy

Speakers

Stacy Blake-Beard, Associate Professor of Management, Simmons College School of Management

Ellen Ernst Kossek, University Distinguished Professor, Michigan State University School of Labor & Industrial Relations

Mark Popovich, Senior Program Officer, The Hitachi Foundation

Moderator

Maureen Scully, Assistant Professor of Management, UMASS-Boston

Embargoed - Do NOT Release without Permission of The Hitachi

Foundation

Employer Investment in Lower-Wage Workers:

Findings from the

State of Corporate Citizenship

2009 Survey

Mark Popovich

Senior Program Officer

The Hitachi Foundation

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Foundation

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About The Hitachi Foundation

- An independent nonprofit philanthropy established by Hitachi in 1985

- The Foundation believes that business has an essential role to play in addressing many complex global challenges of our time

- Our mission is to forge an authentic integration of business actions and societal well-being in North America

- We do so by discovering and expanding business practices that measurably improve the lives of economically distressed people and enhance business value


Foundation

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About the Survey and Our Goals

- Derived from survey research conducted every two years with the Boston College Center for Corporate Citizenship

- Phone survey by GlobeScan of a nationally representative sample of 756 small, medium, and large companies

- Added questions on company practices and investments affecting the the training, education, and career advancement of lower income workers

- Business commits over $100 billion annually to talent development. That is many times greater than public funding for workforce development

- Lower-income workers are integral to many businesses. Effective development efforts can benefit both employees and the business bottom line


Foundation

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Selling to


Foundation

36% Sharp Decline

15% Significant Increases

49% Stable


Foundation

Percent of Companies with Layoffs by Company Size

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Foundation

16%

36%

52%

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Lower-wageworkers are an integral part of the business modelfor more than half of all businesses


Foundation

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Foundation

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Q: Why do you support skill development for employees making less than $40,000 annually?Note: Results are from a subsample of 596 who report they support skill development for employees makingless than $40k/year. Option to select two most important reasons.

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Note: Subsample of 156 companies who say they do NOT support the skill development, ed, and career Adv of under $40k/yr employees. Prompted to select two most important reasons

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2%8%

75%

9% 6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

5- Greatly Inc 4 3-No Change 2 1-Greatly Decreased

Momentum for Company Investment in <$40,000 Workers

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Q: To what extent has your company increased or decreased support for skill development, education, and career advancement of existing employees earning less than $40,000 annually on a five point scale where 1 =“greatly decreased,” 3 = “no change,” and 5 =“greatly increased.”

SIMMONS School of Management

BOSTON, MASSACHUSETTS

Click to edit Master title styleSIMMONS BOSTON, MASSACHUSETTS

School of Management

Stacy Blake-Beard, Ph.D.Simmons College School of Management

Center for Gender in [email protected]

Aspen Institute Webinar; November 20, 2009

Bringing Class Into the Classroom:

Cases, Exercises, and Readings


Diversity means...

• If we were to shrink the world to a village of exactly 100 people,

– Half of the world’s wealth would be held by 6 U.S. citizens.

– Half of the villagers would suffer from malnutrition.

– 80 people would live in sub-standard housing.

– Just 30 people would be able to read.

– Only one would have a college education.


Ways to Infuse Class into the Classroom

• Cases

• Exercises

• Readings


Cases

• Donna Klein at Marriott

• Rachel Hubka

• The Parable of the Sadhu


Exercises

• Power Simulation: Tops, Middles, Bottoms

• Experience of Being Other


Readings

• Nickel and Dimed: On (Not) Getting By in America by Barbara Ehrenreich

• Class Matters - Social Class in the United States of America series in The New York Times

• Where We Stand: Class Matters by bell hooks

• Betrayal at Berkeley: Wages and Working Conditions at CAL. by Gretchen Purser, Amy Schalet and Ofer Sharone

• White Privilege: Unpacking the Invisible Knapsack by Peggy McIntosh


The Working Poor: Increasing Workplace Inclusion As a Diversity

Management & Organizational Change Initiative

Dr. Ellen Ernst KossekDr. Ellen Ernst KossekUniversity Distinguished ProfessorUniversity Distinguished Professor

Michigan State UniversityMichigan State UniversitySchool of Labor and Industrial RelationsSchool of Labor and Industrial Relations

Center for Work Family Stress Safety and HealthCenter for Work Family Stress Safety and Healthhttp://wfsupport.psy.pdx.edu/ and and http://ellenkossek.lir.msu.edu/

[email protected] Institute Webinar November 20, 2009Aspen Institute Webinar November 20, 2009

http://wfsupport.psy.pdx.edu/



http://ellenkossek.lir.msu.edu/



mailto:[email protected]

© 2007 Thomson/South-Western. All rights reserved. 1–23

The Inclusive WorkplaceThe Inclusive Workplace

• Values and utilizes individual and inter-group differences within its Values and utilizes individual and inter-group differences within its workforceworkforce

• Cooperates with, and contributes to, its surrounding communityCooperates with, and contributes to, its surrounding community

• Alleviates the needs of disadvantaged groups in its wider Alleviates the needs of disadvantaged groups in its wider environmentenvironment

• Collaborates with individuals, groups, and organizations across Collaborates with individuals, groups, and organizations across national and cultural boundariesnational and cultural boundaries

• From Mor Barak (2008)From Mor Barak (2008)

Micro

Macro

© 2007 Thomson/South-Western. All rights reserved.- Source Bell 2007

1–24

DefinitionsDefinitions

A stereotype is a standardized oversimplified mental picture that is held in common by members of a group

A prejudice is derived from the verb to ‘prejudge’ and refers to a preconceived judgment or opinion held by members of a group. Most commonly, a prejudice is perceived as an irrational attitude of hostility or indifference directed against an individual, a group, a race, or their supposed characteristics

Stereotypes and Prejudice

• DehumanizationDehumanization is a psychological mechanism in viewing members of other is a psychological mechanism in viewing members of other groups as inferior, and its behavioral manifestation is oppression. groups as inferior, and its behavioral manifestation is oppression.

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Workplace Interventions to Increase Workplace Interventions to Increase Inclusion of Working Poor: Weaving into Inclusion of Working Poor: Weaving into Employing Organizations:Employing Organizations:

• Supportive Organizational Policy and StructuresSupportive Organizational Policy and Structures• Changing the Organization CultureChanging the Organization Culture• Management Skills & TechniquesManagement Skills & Techniques• Increasing Accountability and Measurement of the Increasing Accountability and Measurement of the

Impact of Diversity InitiativesImpact of Diversity Initiatives

Example: Workplace Practice, Health and Well-Being: Initial Research Findings

from the Work, Family & Health Network

Video: A Better Way to Workhttp://www.kpchr.org/workfamilyhealthnetwork/

public/default.aspx

The Effect of Family Supportive Supervision on Grocery Workers

Dr. Ellen Kossek Dr. Leslie B. Hammer Michigan State University Portland State University

Training Supervisors to Support Grocery Workers’ Family and Personal Lives

TYPES OF SUPERVISORY SUPPORT FOR FAMILY

■ Emotional Support for Family■ Practical Support with Scheduling Conflicts■ Work-Family Role Modeling■ Creative Work-Family Management

Overview of Research

■ Source: Hammer, Kossek, & Bodner ,Yragui 2009. Journal of Management

Baseline Findings

Workers supervised by family-supportive managers are more likely to experience:

Lower levels of work and family conflict Higher job satisfaction Lower intentions to turnover Higher reports of mental and physical health

Kossek, E. E., & Hammer, L. B. (November, 2008). Work/Life Training for Supervisors Gets Big Results. Harvard Business Review.

Effects of Supervisor Training Intervention: Training buffered the negative effects of family-to-work conflict on health

• Most beneficial for employees with high family-to-work conflict

Higher job satisfactionLess likely to want to quit their jobBetter reports of physical health

Low FWC Mean FWC High FWCPh

ysica

l Hea

lth

Family-to-Work Conflict

Trained

Not Trained

Low-Wage Workers in the Coming Economy

Speakers

Stacy Blake-Beard, Associate Professor of Management, Simmons College School of Management

Ellen Ernst Kossek, University Distinguished Professor, Michigan State University School of Labor & Industrial Relations

Mark Popovich, Senior Program Officer, The Hitachi Foundation

Moderator

Maureen Scully, Assistant Professor of Management, UMASS-Boston

Documents

Welcome! This web conference will begin at 12 noon Eastern time. If you have not already done so, please “sync” your telephone and computer as detailed