Human resource 1e by denisi griffin chapter 07

©
© 2012
2012 South-Western,
South-Western, Cengage
Cengage Learning,
Learning, Inc.
Inc.
All
All rights
rights reserved.
reserved.

Prepared
Prepared by
by Joseph
Joseph B.
B. Mosca,
Mosca, Monmouth
Monmouth University
University and
and
Marla
Marla M.
M. Kameny,
Kameny, Baton
Baton Rouge
Rouge Community
Community College
College

PowerPoint

PowerPoint Presentation
Presentation Design
Design by
by Charlie
Charlie Cook
Cook
The
The University
University of
of West
West Alabama
Alabama


Learning Objectives

After studying this chapter, you should be able to:

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 to social issues
© 2012 South-Western, Cengage Learning, Inc. 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.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–3


The Nature of Workforce Diversity

Trends
Trends in
in Workforce
Workforce Diversity
Diversity

Changing
Changing
demographics
demographics
in
in the
the labor

labor
force
force

Employment
Employment
legislation
legislation and
and
legal
legal actions
actions

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

Increasing
Increasing
globalization
globalization
of
of business
business

8–4


Diversity Management versus
Equal Employment Opportunity
• Equal Employment
Opportunity

• Diversity
Management

 Treating people fairly

 Recognizing and

and equitably
 Taking actions that do
not discriminate on the
basis of some illegal
criterion

appreciating differences
among people at work
 Accommodating differences
to the extent that is feasible
and possible

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–5


Immigration Trends into the United States

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8–6

Similarities Among People at
Work

Most
Most
People
People

Have
Have aa fundamental
fundamental and
and basic
basic
desire
desire to
to be
be treated
treated with
with respect
respect
and
and dignity
dignity by
by their
their employer
employer
Have
Have aa capacity

capacity for
for being
being
reasonable
reasonable and
and understanding
understanding
when
when confronted
confronted with
with reasonable
reasonable
behavior
behavior by
by others
others

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–7


Identical Treatment Versus
Equitable Treatment
• Employers should be aware that:
 Employees of different beliefs and faiths

desire different religious holidays
 Men have greater muscle mass than do

women and therefore can lift heavier weights
 Women bear children; they may need longer

periods of time off after childbirth

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–8


Dimensions of Diversity
Common
Common Aspects
Aspects of
of
Workforce
Workforce Diversity
Diversity

Age
Age

Gender
Gender

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Disability
Disability

Ethnicity
Ethnicity

8–9


Diversity in Age Distributions
• Average age of the U.S. workforce is
gradually increasing.
• Declining birth rates among post-babyboomers account for smaller percentages
of new entrants into the labor force.
• More people are working beyond the age
at which they might have retired just a few
years ago.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–10


Age and Accident Rates

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8–11


Changing
Composition
of the U.S.
Workforce

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8–12


Employment of African Americans and
Hispanics in Selected Occupations, 1983, 2002,
and 2008

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8–13


Other Dimensions of Diversity
• Single parents
• Dual-career couples
• Gays and lesbians
• People with special dietary preferences
(e.g., vegetarians)
• People with different political
or religious ideologies

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–14


Diversity and Social Change

• Diversity in organizations both facilitates
and is facilitated by social change in the
environment
 Organizations affect social change 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

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–15


Diversity and Competitiveness

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8–16


Diversity and Conflict
• Conflict can arise when an individual
thinks that someone has been hired,
promoted, or fired because of their
diversity status.
• Diversity that is misunderstood,
misinterpreted, or that causes

inappropriate interactions between
people of different groups can
promote conflict.
© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–17


The Bottom Line on Diversity
• Diversity leads to positive outcomes
such as better firm performance
 When a firm reaches true diversity,

subgroup conflict dynamics disappear
as everyone begins to view themselves
as members of the same organization.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–18


Managing Diversity in Organizations

Individual
Individual Strategies
Strategies for
for
Dealing
Dealing with

with Diversity
Diversity

Understandin
Understandin
gg

Empathy
Empathy

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Tolerance
Tolerance

Communicati
Communicati
on
on

8–19


Organizational Strategies and
Diversity
Organizations
Organizationsadopt
adoptthem
thembecause
becausethey

they
Organizational
Organizational directly or indirectly affect how people
directly or indirectly affect how people
policies
policies
are
aretreated.
treated.

Organizational
Organizational
practices
practices

Diversity
Diversitycan
canbe
bemanaged
managedmore
more
effectively
effectivelyby
byfollowing
followingpractices
practicesand
and
procedures
proceduresbased
basedon

onflexibility
flexibilityrather
rather
than
thanrigidity.
rigidity.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–20


Diversity Training
Training specifically
designed to enable
members of an
organization to
function better in a
diverse workplace.

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–21


Beyond the Class:
Another Example of Diversity
• Long Distance Marriages
 The military is not the only career affected by long

distance marriages!

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8–22


The Multicultural Organization
• Has achieved high levels of diversity
• Can capitalize fully on the advantages
of the diversity
• Has few diversity-related problems

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–23


The Multicultural Organization

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–24


Managing Knowledge
• Organizational Memory
 The collective, institutional record

of past events

• Organizational Learning
 The process by which an

organization “learns”
from past mistakes
and adapts to its
environment

© 2012 South-Western, Cengage Learning, Inc. All rights reserved.

8–25