Chapter 14

Managing Diverse Employees

Daft 6th Ed

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 Dimensions of Diversity
US Department of Labor,
Women’s Bureau

Ethnicity Age

Workforce
Diversity Gender

Work Style
Communication Style Race
Educational Skill Level
Sexual Orientation
Religion

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 Monoculture & Diversity

• A culture that accepts only one way to do things

• There is only one set of values and belies

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 Attitudes Toward Diversity

Thegoal
The goalfor
fororganizations
organizationsseeking
seekingcultural
culturaldiversity
diversityisispluralism
pluralism

Ethnocentrism-The belief that one’s own group or subculture

is inherently superior to other groups or cultures

Enthnorelativism-The belief that groups and subcultures are

inherently equal

Pluralism-Means that an organization accommodates several

subcultures

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 The Changing Workplace

Average worker Globalization

is older

There are more women, people

of color, and immigrants
seeking opportunities

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 The Workplace & Bias
How It Shows Up

• Lack of choice assignments

• Disregard by a subordinate of a minority manager’s
direction
• Ignoring of comments made by women & minorities
at meetings
• A need to become “Bicultural”

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 Challenges For Management
Organization Culture
Valuing differences
Prevailing value system
Mind-Sets about Diversity
Problem or opportunity? Cultural inclusion HR Management Systems
(Bias Free?)
Challenge met or barely Recruitment
addressed?
Level of majority-culture buy- Training and development
in (resistance or support) Performance appraisal
Compensation and benefits
MANAGEMENT Promotion
OF
Education Programs CULTURAL
Educate management on DIVERSITY
valuing differences
Promoting knowledge and Higher Career Involvement
acceptance of Women
Taking advantage of the Dual-career couples
opportunities that diversify Heterogeneity in Sexism and sexual harassment
provides Race/Ethnicity/Nationality Work-family conflict
Effect on cohesiveness,
communication, conflict, morale
Source: Taylor H. Cox and Stacy Blake,”Managing
Effects of group identity on
Cultural Diversity: Implications For Organizational
Competitiveness,” Academy of Management Executive
interaction (e.g., stereotyping)
5, no 3 (1991), 45-56 Prejudice (racism, ethnocentrism)

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 Affirmative Action Debate

 Affirmative action was developed in response to

conditions 40 years ago.
 Today more then half the U.S. workforce consists of
women and minorities.
 Outspoken opponents of affirmative action have
brought the debate into the public consciousness.
 Intended beneficiaries of affirmative action
programs often disagree as to their value.

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 “Glass Ceiling”

• An invisible barrier
• Fortune 500 executives
– Women make up less than 4%
– Nonwhite minorities make up less than 3%
• All executive positions
– African Americans hold only 8%
– Hispanics only about 5%

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 Implementing a Diverse Workplace

 Building a corporate culture that values diversity

 Changing structures, policies, and systems to support
diversity
 Providing diversity awareness training

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 Diversity Initiatives

 Recruitment
 Examine employee demographics
 Examine composition of the labor pool in the area
 Examine composition of the customer base
 Career Advancement
 Eliminate the glass ceiling
 Accomplish mentoring relationships
 Accommodating Special Needs
 Child care
 Non-English speaking training materials and information packets can be
provided
 Maternity or paternity leave
 Flexible work schedules
 Home-based employment
 Long-term-care insurance, special health or life benefits
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 Highest Level of Awareness
Stages of Integration

Diversity Awareness
Multicultural attitude-enables one to
integrate differences and adapt both
cognitively and behaviorally
Adaptation
Able to empathize with those of other
cultures
Able to shift from one cultural
Acceptance perspective to another

Accepts behavioral differences and underlying

differences in values
Recognizes validity of other ways of thinking
and perceiving the world
Minimizing Differences
Hides or trivializes cultural differences
Focuses on similarities among all
peoples
Defense
Perceives threat against one’s
comfortable worldview
Uses negative stereotyping
Denial Assumes own culture superior
Parochial view of the world Source: Based on M. Bennett, “A developmental Approach to Training for Intercultural
Sensitivity,” International journal of Intercultural relations 10 (1986), 176-196.
No awareness of cultural differences
In extreme cases, may claim other cultures
are subhuman
Lowest Level of Awareness
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 Organizational Relationships

Emotional Intimacy
Sexual Harassment-The following categorize various
forms of sexual harassment as defined by one
university:
- Generalized
- Inappropriate/offensive
- Solicitation with promise of reward
- Coercion with threat of punishment
- Sexual crimes and misdemeanors
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 Global Diversity Programs

• Involve
– Employee selection
– Employee training
– Understanding of the communication context

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 Leveraging Diversity

• Multicultural teams- made up from diverse national,

racial, ethnic and cultural backgrounds
• Employee network groups-based on social identity,
and are organized by employees to focus on concerns
of employees from that group

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