EDUM 562 (Human Behavior

in organization )
Topic : Managing Diversity :Releasing Every
Employee’s Potential
Defining Diversity
• Diversity
• represents the multitude of individual differences and similarities that exist
among people
• pertains to the host of individual differences that make all of us unique and
different from others
Layers of Diversity
Affirmative Action and
Managing Diversity
• Affirmative action
• an artificial intervention aimed at giving management a chance to correct an
imbalance, an injustice, a mistake, or outright discrimination that occurred in
the past.
• Discrimination
• occurs when employment decisions about an individual are due to reasons not
associated with performance or are not related to the job.
• Managing diversity
• entails enabling people to perform up to their maximum potential
• focuses on changing an organization’s culture and infrastructure such that
people provide the highest productivity possible
Building the Business Case
for Managing Diversity
• Organizations cannot use diversity as a strategic advantage if
employees fail to contribute their full talents, abilities, motivation,
and commitment.
• It is essential for an organization to create an environment or culture
that allows all employees to reach their full potential.
• Managing diversity is a critical component of creating such an
environment
Increasing Diversity in the Workforce
• Workforce demographics
• statistical profiles of the characteristics and composition of the adult working
population,
• enable managers to anticipate and adjust for surpluses or shortages of
appropriately skilled individuals.
Demographic-Based Characteristics of the
Workforce
1. Women navigate a labyrinth after breaking the glass ceiling
2. Racial groups are encountering a glass ceiling and perceived
discrimination
3. Mismatch between workers’ educational attainment and
occupational requirements
4. Generational differences in an aging workforce
Glass Ceiling
• Glass ceiling
• represents an absolute barrier or solid roadblock that prevents women from
advancing to higher-level positions
Key Trends
1. Men start their careers at higher levels than women
2. Men report higher starting salaries
3. Men move up the career ladder faster and further than women
4. Men have higher career satisfaction over time than women
Causes of Differences
• Women face discrimination.
• Women spend more time handling domestic and child care issues than
men.
• Women encounter more obstacles to their leadership and authority
than men
• Women accumulate less continuous work experience than men
because they periodically exit the workforce for family or motherhood.
• Women have less social capital and lower breadth of personal
networks than men.
Mismatch between Educational
Attainment and Occupational
Requirements
• Three trends suggest a mismatch between educational attainment
and the knowledge and skills needed by employers:
• College graduates, while technically and functionally competent, are lacking
in terms of teamwork skills, critical thinking, and analytic reasoning.
• There is a shortage of college graduates in technical fields related to
science, math, and engineering.
• Organizations are finding that high school graduates working in entry-level
positions do not possess the basic skills needed to perform effectively.
Managing Gender-Based Diversity
1. Focus on being exceptionally competent and seek mentors or
sponsors
2. Network to build social capital
3. Seek work–life balance by delegating housework or hiring domestic
help
4. Improve your negotiating skills.
5. Take credit for your accomplishments
6. Work toward creating a partnership with your spouse that leads to
a mutually supportive relationship
Managing Racially Based Diversity
• Organization are encouraged to educate employees about negative
stereotyping regarding people of color,particularly when it comes in
selecting and promoting leaders.
• Managers should consider progressive methods to recruit, retain and
integrate racial minorities into their organizations.
Managing Education- Based Diversity
• The mismatches between the amount of education needed to
perform current jobs and the amount of education possessed by
members of the workforce will create a shortage of qualified people
in technical fields
• Underemployment among college graduates threatens to erode job
satisfaction and work motivation.
Ways Organizations Can Motivate and
Retain an Aging Workforce
1. Provide challenging work assignments that make a difference to the firm.
2. Give the employee considerable autonomy and latitude in completing a task.
3. Provide equal access to training and learning opportunities when it comes to
new technology.
4. Provide frequent recognition for skills, experience, and wisdom gained
over the years.
5. Provide mentoring opportunities whereby older workers can pass on
accumulated knowledge to younger employees.
6. Ensure that older workers receive sensitive, high-quality supervision.
7. Design a work environment that is both stimulating and fun.
The Positive and Negative Effects
of Diverse Work Environments
• Social categorization theory
• holds that similarities and differences are used as a basis for categorizing self and
others into groups, with ensuing categorizations distinguishing between one’s
own in-group and one or more out-groups.
• People tend to like and trust in-group members more than out-group members
and generally favor in-groups over out-groups
• Information/
decision-making theory
• This perspective contends that diverse groups should outperform homogenous
groups since diverse groups are more likely to possess a broader range of task-
relevant knowledge,skills and abilities that are distinct and nonredundant and tyo
have different opinions and perspectives on the task at hand.
Barriers and Challenges to
Managing Diversity
• Organizations encounter a variety of barriers when attempting to
implement diversity initiatives.
• Common Barriers to implementing a successful diversity progrsm
include:
1. Inaccurate stereotypes and prejudice
2. Ethnocentrism
3. Poor career planning
4. A negative diversity climate
Diversity Climate
• Diversity climate
• Employees’ aggregate perceptions about an organization’s policies, practices,
and procedures pertaining to diversity
4. Fears of reverse discrimination
5. Diversity is not seen as an organizational priorit
6. The need to revamp the organization’s performance appraisal and
reward system
7. Resistance to change