Thomas G. CummingsChristopher G. Worley

Chapter Nineteen:Managing Workforce Diversity

and Wellness

Organization Development and Change

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Learning Objectivesfor Chapter Nineteen

To examine human resources management interventions that address increasing workforce diversity and employee wellness.

To understand how OD efforts can enhance traditional human resource approaches to these issues.

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A Framework for Managing Diversity

External Pressures For & Against Diversity

Internal Pressures For & Against Diversity

Management’sPerspectives &

Priorities

StrategicResponses

Implementation

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Age Diversity Trends

Median age up Distribution of ages changing

Implications Health care Mobility Security

Interventions Wellness programs Job design Career development and planning Reward systems

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Gender Diversity

Trends Percentage of women in work force increasing Dual-income families increasing

Implications Child care Maternity/paternity leaves Single parents

Interventions Job design Fringe benefit rewards

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Disability Diversity Trends

The number of people with disabilities entering the work force is increasing

Implications Job skills and challenge issues Physical space design Respect and dignity

Interventions Performance management Job design Career planning and development

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Culture and Values Diversity

Trends Rising proportion of immigrant and minority-group workers Shift in rewards

Implications Flexible organizational policies Autonomy Affirmation and respect

Interventions Career planning and development Employee involvement Reward systems

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Race/Ethnicity Diversity

Trends Minorities represent large segments of workforce and a

small segment of top management/senior executives Qualifications and experience of minority employees is often

overlooked Implications

Discrimination Interventions

Equal employment opportunities Mentoring programs Education and training

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Sexual Orientation Diversity

Trends Number of single-sex households up More liberal attitudes toward sexual orientation

Implications Discrimination

Interventions Equal employment opportunities Fringe benefits Education and training

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Occupational Stressors• Physical Environment• Individual: role conflict and ambiguity, lack of control• Group: poor peer, subordinate or boss, relationships• Organizational: poor design, HR policies, politics

Stress• How the individual perceives the occupational stressors

Consequences• Subjective: anxiety, apathy

• Behavioral: drug and alcohol abuse

• Cognitive: poor focus, burnout

• Physiological: high blood pressure and pulse

• Organizational: low productivity, absenteeism, legal action

Individual Differences

Cognitive/Affective:Type A or B, hardiness, social support, negative affectivity

Biologic/Demographic:Age, gender, occupation, race

A Model of Stress and Work

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Stress and Wellness Workplace Interventions

Role Clarification A systematic process for determining expectations and

understanding work roles Supportive relationships

Establish trust and positive relationships Work Leaves Health Facilities Employee Assistance Programs

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