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Managing Diverse EmployeesManaging Diverse Employees

In a Multicultural Environment

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

OverviewOverview

The workforce and the marketplace are becoming increasingly diverse.

Diversity has become both an ethical (right) and a business (smart) imperative.

Managers play a central role in effectively managing diversity.

Personal perception (your internal “filters”) can warp your decisions, resulting in unfair treatment.

5-3McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

The Increasing Diversity of the Workforce and the EnvironmentThe Increasing Diversity of the Workforce and the Environment

Diversity Differences among people in age, gender,

race, ethnicity, religion, sexual orientation, socioeconomic background, and capabilities/disabilities

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

ExerciseExercise

In constructing your circle of friends, whichsingle one of these characteristics is most important in your decision process?AgeRaceGenderReligionSexual orientationSocioeconomic status

Five minutes

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

Workforce Diversity: Age Workforce Diversity: Age

Aging U.S. Population Median age in the United States is about 36

years; by 2030, 20 percent of the population will be over 65

Federal Age Discrimination Laws 1964 Title VII of the Civil Rights Act of

1964 1967 Age Discrimination in Employment

Act

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

Workforce Diversity: GenderWorkforce Diversity: Gender

Women in the Workplace Women are 46% of the U.S. workforce and

57% of college attendees. Women’s median weekly earnings are

about two-thirds of men’s. Women hold only 16% of corporate officer

positions. Discrimination? Likely some. But

correlation is not necessarily causation.

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

Glass CeilingGlass Ceiling

Glass Ceiling: Alludes to the invisible barriers that prevent women and minorities from reaching top corporate positions.

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

Workforce Diversity: Capabilities and Disabilities

Workforce Diversity: Capabilities and Disabilities

Disability Issues Provide reasonable accommodations for

individuals with disabilities Promote a nondiscriminatory workplace

environment Educate the organization

about disabilities and AIDS

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

Workforce Diversity: ReligionWorkforce Diversity: Religion

Accommodation for Religious Beliefs Scheduling of critical meetings Providing flexible time off for holy days Posting holy days for different religions on

the company calendar

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

Workforce Diversity: Socioeconomic Background

Workforce Diversity: Socioeconomic Background

Socioeconomic Background Issues Widening diversity in income levels Single mothers and the “working poor” Child and elder care

for working parents Managers should be

“aware” and “care”about the needs and concerns of their employees

5-11McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Workforce Diversity: Sexual Orientation

Workforce Diversity: Sexual Orientation

Sexual orientation issuesEmployment/workplace discrimination

Domestic-partner benefits

Find out company policies before hiring on. Is the company sensitive to these issues? Do you agree with the company’s policies?

5-12McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Critical Managerial RolesCritical Managerial Roles

To successfully manage diversity, you must lead by example in order to define the accepted practice and make it easier for others to follow.

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

Roles…Roles…

Minorities may start out at a slight disadvantage due to the ways in which they are perceived by others.

Research suggests that slight differences in treatment can accumulate and result in major disparities over time.

Examine yourself before making decisions that can affect someone’s career!

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

The Ethical Imperative to Manage Diversity Effectively

The Ethical Imperative to Manage Diversity Effectively

Distributive Justice The distribution of raises, promotions, titles,

job assignments, office space, and other organizational resources and “perks” should be based on each person’s contributions not characteristics over which they have no control.

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

The Ethical Imperative to Manage Diversity Effectively

The Ethical Imperative to Manage Diversity Effectively

Procedural Justice Use fair procedures to determine how to

distribute outcomes to organizational members.

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

Procedural JusticeProcedural Justice

Exists when managers:

1) carefully appraise a subordinate’s

performance

2) take into account environmental

obstacles to high performance3) ignore irrelevant personal

characteristics

5-17McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Business Benefits of DiversityBusiness Benefits of Diversity

A variety of points of view and experience can improve planning, decision-making and creativity

A diverse workforce can assure ethnic sensitivity in today’s diverse marketplace

Promotion of diversity can increase retention of valued employees

Diversity is expected by stakeholders

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

PerceptionPerception

Perception The process through which people select,

organize, and interpret what they see, hear, touch, smell, and taste to give meaning and order to the world around them.

Affected by your

internal “filters.”

5-19McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Perception’s Role in Fair TreatmentPerception’s Role in Fair Treatment

STEREOTYPESimplistic and often inaccurate beliefs about the

typical characteristics of particular groups of people

BIASThe systematic tendency to use information about

others in ways that result in inaccurate perceptions; a built-in perceptual “warp.”

5-20McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

BiasBias

Similar-to-me effect – we are more likely to positively perceive others if they are similar to us rather than different

Social status effect – perceive individuals with high social status more positively than those with low social status

Salience effect – react negatively to conspicuously different individuals (judging the book by its cover)

5-21McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

ImplicitImplicit

Share Project Implicit experience.

5-22McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Useful TechniqueUseful Technique

Focus on what you share, not how you differ; what unites you, not what divides you

5-23McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

PerceptionPerception

Overt Discrimination Knowingly and willingly denying diverse

individuals access to positive opportunities and outcomes

Violates distributive and procedural justice Unethical, short-sighted, unproductive Will get you and the company sued!

5-24McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

How to Manage DiversityHow to Manage Diversity

Steps in Managing Diversity Effectively Secure conspicuous top-management commitment Increase diversity awareness and coping skills with training Establish and communicate “zero-tolerance” policies Pay close attention to employee evaluation process (“what

gets measured gets done”) Look at the numbers! (Before hiring on, find out how the

company measures and enforces diversity compliance) Commit, communicate, train, motivate, enforce, monitor

5-25McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

How to Manage Diversity How to Manage Diversity

Steps in Managing Diversity Effectively – Educate, Encourage and Reward Empower employees to challenge

discriminatory behaviors, actions and remarks. Reward employees for effectively managing

diversity. Provide training using a multi-pronged,

continuous approach. Encourage mentoring of diverse employees.

5-26McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Diversity Awareness ProgramsDiversity Awareness Programs

Provide employees with accurate information about diversity

Uncover personal biases and stereotypesAssess personal beliefs, attitudes, and values

and learn about other points of viewDevelop an atmosphere in which people feel

free to share their differing perspectives Improve understanding of others and create

respect for “difference”

5-27McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Sexual HarassmentSexual Harassment

Forms of Sexual HarassmentQuid pro quo

Forcing an employee to perform sexual favors to gain a reward or avoid negative consequences.

5-28McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Sexual HarassmentSexual Harassment

Forms of Sexual HarassmentHostile work environmentTelling lewd jokes, displaying pornography,

making sexually oriented remarks about someone’s personal appearance, and other sex-related actions that make the work environment unpleasant.

Example: Mitsubishi versus Toyota

5-29McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Steps to Eradicate Sexual HarassmentSteps to Eradicate Sexual Harassment

Develop and clearly communicate a sexual harassment policy endorsed by top management.

Use an efficient and fair procedure to investigate sexual harassment complaints

5-30McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Steps to Eradicate Sexual HarassmentSteps to Eradicate Sexual Harassment

When you determine sexual harassment has taken place, take rapid and strong corrective action

Provide anti-sexual harassment education and training to all organizational members, including managers and company officers.

5-31McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Sexual HarassmentSexual Harassment

There should be quiet and confidential ways to report sexual harassment incidents

5-32McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Prime RulePrime Rule

Management must vigorously enforce zero-tolerance policies against any form of discrimination or harassment by anyone and work to build respect and support for diversity!

5-33McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Toyota TipToyota Tip

One of the most difficult situations you can face in managing diversity is facing down a subordinate with a victim complex who threatens to use the company’s diversity policies against you and the company

5-34McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

DISCUSSIONDISCUSSION

You are the top American in charge of all staff operations (including Human Resources) for the North American operations of a foreign-owned company. Your foreign boss (the regional President) sexually harasses his female executive assistant (also a foreign national), violating the company’s official “zero-tolerance” policy toward sexual harassment. She comes to you, closes the door, complains, and asks that you do something.

What do you do?

5-35McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Homework #3Homework #3

In the continuing debate over employment policies and ethics, what is the significance of comparable worth?

Could it be a practical way to make men’s and women’s median earnings more equal?

Please research the issue, take a “yes” or “no” position, and give me no more than two double-spaced pages of thoughtful and supported conclusions -- which you are prepared to discuss – no later than Thursday, September 15.