Chapter Outline
· Define workplace diversity and explain why managing it is so important.
· Describe the challenging workplaces in the United States and around the world.
· Explain the different types of diversity found in workplace.
· Discuss the challenges managers face in managing diversity.
· Describe various workplace diversity management initiatives.
o The collective strength of experience, skills talents, perspectives and cultures that each employee bring to the company.
o It also includes variety, differences, multiformity (instead of uniformity), or dissimilarities.
o Another definition says, diversity is all the ways in which people differ,
Surface level diversity:
Demographic differences like, age race, gender, ethnicity, that are easily perceived differences.
Deep level diversity:
Difference related with feel, like values, personality, work preferences, etc.
Why is managing workforce diversity is so important:
The importance of workforce diversity to organizations fall into three main categories.
People management,
Organizational performance,
Strategic
· People management:
Better use of employee talent by attracting and retaining a talented workforce.
Increased quality of team problem solving efforts.
Ability to retain and attract employees from diverse backgrounds which may result in more creative ideas.
· Organizational performance:
Reduced costs associated with high turnover, absenteeism, and lawsuits.
Enhanced problem solving ability.
Improved system flexibility.
· Strategic:
Increased understanding of the marketplace, which improves ability to better market to diverse consumers.
Potential to improve sales growth and increase market share.
Potential source of competitive advantage because of improved innovation efforts.
Viewed as moral and ethical, the “right” thing to do.
Innovation, through “stir the pot”.
Managers should take this workforce diversity as to bring different voices on the table. For innovation perspective.
Discussed the changing people’s demographics around the world that result in workforce diversity.
For example, in America’ case,
· Age:
Age based discrimination is discussed here.
Employees should not be ignored or fired on the basis of ages.
General perception is that old people or employees cannot not do much work as compared to young employee, because they are less energetic.
Then, the belief that, older employees are slow.
On the other hand, managers should take advantage from their experience, knowledge and wisdom of doing work.
Companies should have retirement plans for older employees.
· Gender:
Women tend to be more agreeable and willing to confirm to authority, while men are more aggressive and more expectations of success.
Work schedule: women prefer part time jobs, flexible working hours as they have to look after their homes as well.
Research shows that, women managers are more nurturing, collaborating, motivating and engage people, where males go for negotiations and other business transactions as zero-sum games.
· Race and Ethnicity:
Race as biological heritage: may include skin color or associated traits.
Ethnicity is related to race but refers to social traits: cultural backgrounds or allegiance that are shared by human population.
The reason of discrimination may be that people tend to favor colleagues of their own race while evaluating performance, promotion decisions and pay raises.
· Disability/ abilities
IN 1990, a law was made for disabled people.
Employers were said not to discriminate disabled persons from others, and arrange accommodations, so that, they can provide their jobs properly.
Managers face many problems, like how much disability is acceptable, who can do what, etc.
If disabled employees are hired, then a cooperative and helping environment will be seen in the company.
Fears vs Reality:
· Religion:
A Muslim woman was fired, just because she wears scarf.
Jews believe that they should not work on Saturdays.
Christians avoid to work on Sunday.
Managers should have enough knowledge about different religions to resolve these issues.
If giving favor to someone is needed on religious ground, then give it but in such a way that other employees should not take it as special treatment.
· GLBT:
GLBT stands for Gay, Lesbian, bisexual and transgender people.
Countries have made laws to protect the employment rights of GLBT employees.
But still they face discrimination at workplace.
Managers should take part to provide safe and encouraging environment at workplace for GLBT employees.
· Other:
Diversity is simply any dissimilarity or difference present at workplace.
Other types or workplace diversity may include socioeconomic background, team members from different functional areas or organizational units, physical attractiveness, obesity/thinness, job seniority or intellectual basis.
Two types of challenges are there i-e., Personal Bias and Glass Ceiling;
· Personal Bias:
Bias is a tendency of preference toward a particular perspective of ideology.
It is generally seen as “one sided”.
One outcome of biases is Prejudice: a pre-convinced belief opinion or judgment toward a person or group.
It can be based on all types of diversity discussed before.
Major factor in prejudice can be Stereotyping: judging a person on the basis of ones perception of a group to which he or she belongs to.
Both prejudice and stereotyping can lead to discrimination.
· Glass Ceiling:
This was first used in Wall Street Journal refers to invisible barrier that separates women and minorities from top management positions.
Ceiling means, there is something that is blocking upward movement.
Glass refers towards that is something which is not immediately apparent.
The legal aspect of work place diversity:
Different laws have been made in the favor of diverse workforce in different times.
Organizations that have successfully managed diversity use additional diversity initiatives and programs. They are’
· Top management commitment to diversity:
Sustainable diversity and inclusion strategy must play a central role in decision making at the highest leadership level and filter down to every level of the company.
Diversity needs to be the integrated into every aspect of the business. From workforce, customers, and suppliers, to products, services and the communities served.
Finally, organizational culture needs to be one in which Diversity should be valued.
· Mentoring:
Mentoring is a process in which an experienced organizational member provides advice and guidance to less-experienced member.
A good mentoring program would be aimed at all diverse employees with high potential to move up the organization ‘s career ladder.
Good mentor:
o Provides instructions
o Offers advice
o Gives constructive criticism
o Helps build appropriate skills
o Shares technical expertise
o Develops a high quality, close and supportive relationship with protégé.
o Keeps lines of communication open.
o Know’ when to “let go” & let the protégé prove what he/she can do.
· Diversity skills training:
The challenge for organization is to find ways for employees to be effective in dealing with others who are not like them.
For this Diversity Skills Training needed: Specialized training to educate employees about the importance of diversity and teach them skills for working in a diverse workplace
Diverse awareness training: In this, employees are made aware of the assumptions and biases they may have.
Diversity skills training: In which people learn specific skills on how to communicate and work effectively in a diverse work environment.
· Employee resource groups:
Employees connected by some common dimension of diversity.
Such groups are formed by employees themselves, not the organizations.
e.g., WOK (women of Kellog)