Chapter 12

Chapter 12 Managing Individuals and a Diverse Workforce

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describe diversity and explain why it matters understand the special challenges that the dimensions of surface-level diversity pose for managers explain how the dimensions of deep-level diversity affect individual behavior and interactions in the workplace explain the basic principles and practices that can be used to manage diversity

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Diversity Is Not Affirmative Action • Diversity exists in an organization when there are a variety of demographic, cultural, and personal differences among the people who work there and the customers who do business there. • Affirmative action refers to purposeful steps taken by an organization to create employment opportunities for minorities and women © 2015 Cengage Learning

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Percent of the Projected Population by Race and Hispanic Origins for the United States: 2010 to 2050

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Diversity Makes Good Business Sense • Decreases turnover • Decreases absenteeism • Helps companies avoid expensive lawsuits • Helps companies attract and retain talented workers • Drives business growth • Higher-quality problem solving 12-1

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Diversity and Differences • Surface-level diversity • Deep-level diversity • Social integration

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Age Discrimination Treating people differently in hiring, firing, promotions, or compensation because of their age. Managers should: •Recognize that age discrimination is much more pervasive then they think •Make hiring and promotion decisions based on qualifications, not age •Monitor the extent to which older employees receive training •Ensure that younger and older workers interact with each other

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Sex Discrimination When people are treated differently because of their sex. Managers should: •Mentoring •Make sure that male-dominated social activities don’t unintentionally exclude women •Designate a go-to person that women can talk to if they believe they are being held back

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Women at Fortune 500 and 1000 Companies

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Racial or Ethnic Discrimination When people are treated differently because of their race or ethnicity. Managers should: •Start by looking at the numbers (hiring rates, promotion rates) •Survey employees’ level of satisfaction •Eliminate unclear selection and promotion criteria •Train those who make hiring and personnel decisions

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Disability Discrimination When people are treated differently because of their disabilities. Managers should: •Education •Workplace accommodations •Actively work to find jobs for qualified people with disabilities

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Deep-Level Diversity • Disposition • Personality

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The Big Five Personality Dimensions • Extraversion • Emotional stability

• Agreeableness • Conscientiousness • Openness to experience

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Diversity Paradigms • Discrimination and fairness paradigm • Access and legitimacy paradigm • Learning and effectiveness paradigm – organizational plurality

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The Learning and Effectiveness Paradigm • Values common ground • Makes a distinction between individual and group differences • Less likely to lead to conflict, backlash, divisiveness • Focuses on bringing different talents and perspectives together 12-4

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Diversity Principles •

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Carefully and faithfully follow and enforce federal and state laws regarding equal opportunity employment. Treat group differences as important but not special. Find common ground. Tailor opportunities to individuals, not groups. Solicit negative as well as positive feedback. Set high but realistic goals.

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Diversity Training and Practices • Awareness training • Skill-based diversity training

• Diversity audits • Diversity pairing • Minority experiences © 2015 Cengage Learning

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Mitchell Gold + Bob Williams



1. What are advantages and disadvantages of diversity at Mitchell Gold and Bob Williams? 2. How does MG + BW’s approach to diversity reflect the learning and effectiveness paradigm? 3. How might a commitment to diversity at MG+BW help managers with globalization? © 2015 Cengage Learning