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Managing A New & Diverse Workforce

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92 views

Managing A New & Diverse Workforce

Uploaded by

Katherine Morales
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Chapter 8

Managing A
New & Diverse
Workforce

Copyright © 2012 by Cengage Learning. All rights reserved. 8- 1


Learning Objectives

1. Discuss the nature of diversity and distinguish between


diversity management and equal employment
opportunity.
2. Identify and describe the major dimensions of diversity in
organizations.
3. Discuss the primary impact of diversity on organizations.
4. Describe individual and organizational strategies and
approaches to coping with diversity and discuss the
multicultural organization.
5. Discuss the basic issues in managing the knowledge
function in organizations.
6. Relate human resource management and social issues.
Copyright © 2012 by Cengage Learning. All rights reserved. 8- 2
Workforce Diversity

Diversity exists in a
group or organization
when its members
differ from one another
along one or more
important dimensions.

Copyright © 2012 by Cengage Learning. All rights reserved. 8- 3


Diversity Management Versus Equal
Employment Opportunity
 Equal employment opportunity means
treating people fairly and equitably and taking
actions that do not discriminate against
people in protected classes on the basis of
some illegal criterion.

 Diversity management places a much


heavier emphasis on recognizing and
appreciating differences among people at
work and attempting to provide
accommodations for those differences to the
extent that is feasible and possible.
Copyright © 2012 by Cengage Learning. All rights reserved. 8- 4
Identical Treatment Versus Equitable
Treatment

 An employer who provides Christian holidays


off should also be sensitive to the need to
provide important religious holidays off for
various employees of different beliefs and
faiths.
 On average, men have greater muscle mass
than do women and therefore lift heavier
weight.
 Since women bear children, they may need
longer periods of time off after childbirth.
Copyright © 2012 by Cengage Learning. All rights reserved. 8- 5
Age Distributions

 The average age of the U.S. workforce is


gradually increasing.
 Declining birth rates among post-baby-boom
generations simultaneously account for
smaller percentages of new entrants into the
labor force.
 Due to limits on mandatory retirement, more
and more people are working beyond the
age at which they might have retired just a
few years ago.
Copyright © 2012 by Cengage Learning. All rights reserved. 8- 6
Dimensions of Diversity
 Gender: as more and more females have
entered the workforce, organizations have
subsequently experienced changes in the
relative proportion of male and female
employees.
 The glass ceiling describes a barrier that keeps
many females from advancing to top management
positions in many organizations.

Copyright © 2012 by Cengage Learning. All rights reserved. 8- 7


Disability

 Disabilities range from hearing impairments to


missing fingers or limbs, blindness, or paralysis.

 Origin: if the disability is perceived as being avoidable (example, one


injured while DUI), coworkers are likely to react more negatively.

 Aesthetic: disabilities that are more disfiguring are perceived more


negatively.

 A third and critical dimension refers to the nature of the disability itself,
and how it is revealed to and perceived by coworkers.

 Not physically obvious disabilities such as back injuries are granted


accommodation, but may raise resentment from coworkers.
Copyright © 2012 by Cengage Learning. All rights reserved. 8- 8
Diversity and Social Change

 Diversity in organizations both facilitates and


is facilitated by social change in the
environment.
 Another way that organizations affect social
change is through the images they use to
promote themselves and their products.
 Organizations that use diverse groups as
representatives convey a message of their
sensitivity toward diversity.
Copyright © 2012 by Cengage Learning. All rights reserved. 8- 9
Diversity and Competitiveness
There are 6 issues on how diversity can be
the source of a competitive advantage:
1. Cost
2. Resource acquisition
3. Marketing
4. Creativity
5. Problem solving
6. Systems flexibility
Copyright © 2012 by Cengage Learning. All rights reserved. 8- 10
The Bottom Line on Diversity
 Studies indicate:

 Diversity leads to positive outcomes such as better firm


performance.
 The key is that when a firm reaches true diversity,
subgroup conflict dynamics disappear as everyone
begins to view themselves as members of the same
organization.

Copyright © 2012 by Cengage Learning. All rights reserved. 8- 11


Individual Strategies for Dealing with
Diversity
 Understanding: one must
be clear on the nature
and meaning of diversity.
 Empathy: in an
organization, one should
try to understand the
perspectives of others.
 Tolerance: in an
organization, one should
be willing to tolerate
cultural differences.
 Communication: it can
only work if it is two-way.

Copyright © 2012 by Cengage Learning. All rights reserved. 8- 12


Toward the Multicultural Organization

 Basic Characteristics

Pluralism

Full structural integration

Full integration of the informal network

Absence of prejudice and discrimination

No gap in organizational identification


Low levels of intergroup conflict
Copyright © 2012 by Cengage Learning. All rights reserved. 8- 13
Organizational Learning
 Organizational learning
is the process by which
an organization
“learns” from past
mistakes and adapts to
its environment.
 Organizational memory
is the collective,
institutional record of
past events.

Copyright © 2012 by Cengage Learning. All rights reserved. 8- 14

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