The document summarizes key aspects of managing diversity in the workplace. It discusses how an employment discrimination lawsuit against Walmart revealed women were paid less than men for the same jobs. It then covers why diversity is important for businesses, including cost savings from reducing turnover, attracting and retaining talent, and driving business growth by improving understanding of diverse markets. The document also outlines challenges of surface-level diversity attributes like age, gender, race/ethnicity and disabilities. It discusses deep-level diversity factors such as personality and provides strategies for managing diversity through training, practices and diversity management principles.

1. Managing
Individuals
Chapter 6 and a Diverse
Work Force
Management
4th Edition
Chuck Williams
Chapter 12
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2. What Would You Do?
Wal-Mart Headquarters, Bentonville, Arkansas.
 An employment discrimination
suit against Wal-Mart revealed
that women were consistently
paid less than men in the same
jobs
 Pressure is building for Wal-Mart
to address these issues, and it is
affecting stockholder satisfaction
What should Wal-Mart do to address these issues?
What should be the company promotion policy?
What should be done about its pay structure?
Chapter 12
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3. Diversity and Why It Matters
After reading this section,
you should be able to:
1. describe diversity and why it matters.
Chapter 12
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4. General Purpose of
Diversity Programs
To create a positive work environment where…
 no one is advantaged or disadvantaged
 “we” is everyone.
 everyone can do his or her best work.
 differences are respected and not ignored.
 everyone feels comfortable.
1.1
Adapted from Exhibit 12.2
Chapter 12
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5. Diversity Makes
Good Business Sense
Cost Savings
Attracting and Retaining Talent
Driving Business Growth
1.2
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6. Diversity Makes
Good Business Sense
Cost Savings
 Reduces turnover
 Decreases absenteeism
 Avoids expensive lawsuits
1.2
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7. Diversity Makes
Good Business Sense
Attracting and Retaining Talent
 Attracts better and more diverse job
applicants
 Have higher stock market performance
 Encourages workers to stay
1.2
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8. Diversity Makes
Good Business Sense
Driving Business Growth
 Improves understanding of the marketplace
 Improves quality of problem solving
1.2
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9. Diversity and Individual Differences
After reading these sections,
you should be able to:
2. Understand the special challenges that the
dimensions of surface-level diversity poses for
managers.
3. Explain how the dimensions of deep-level diversity
affect individual behavior and interactions in the
workplace.
Chapter 12
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10. Surface and Deep-Level Diversity
Surface-Level Diversity
Age
Personality Attitudes
Physical Race/
Capabilities Deep-Level Diversity Ethnicity
Values/Beliefs
Gender
Adapted from Exhibit 12.3
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11. Surface-Level Diversity
Age Gender
Mental or
Race/Ethnicity Physical
Disabilities
2
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12. Age
 Treating people differently
because of their age
 Performance does not
decline with age
 Older employees show
better judgment, and are
less likely to quit, show up
late, or be absent
 Age discrimination is more
pervasive than managers
think
2.1
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13. Gender
 Treating people differently
because of their gender
 Glass ceiling
 invisible barrier that keeps
women and minorities from
advancing to the top of the
organization
 Can be diminished by:
 mentoring
 stopping unintentional
behavior
2.2
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14. Gender
2.2
Exhibit 12.4
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15. Gender
2.2
Exhibit 12.5
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16. Race / Ethnicity
 Treating people differently because of their race
or ethnicity
 Employment disparities do exist
 Legislation has lessened the problem
 Reduce by:
 eliminating unclear selection and promotion
criteria
 training managers who make hiring and
promotion decisions
2.3
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17. Mental or Physical Disabilities
 Disability is a mental or physical impairment that
substantially limits one or more major life
activities
 Disability discrimination means treating people
differently because of their disabilities
 Reduce by:
 educating to address incorrect stereotypes
 committing to reasonable workplace
accommodations
 recruiting qualified workers with disabilities
Web Link http://www.usdoj.gov/crt/ada/adahom1.htm
2.4
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18. Socio-Economics
& Diversity
 Can the model
of surface- and
deep-level
diversity
accommodate
socio-economic
difference as a
metric? Why or
why not?
3
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19. Incorporating Religion into the Mix
 Amric Singh filed a lawsuit against
Manhattan’s police department claiming he
was fired for wearing a turban on the job.
3
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20. Deep-Level Diversity
Differences communicated through verbal and nonverbal
behaviors that are learned only through extended interaction
with others.
• personality differences, attitudes, beliefs, and values
“Big Five” Other Work-Related
Dimensions Aspects of
of Personality Personality
3
Chapter 12
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21. Big Five Dimensions of Personality
Extraversion
Degree active, assertive, sociable, talkative, energized
Emotional Stability
Angry, depressed, anxious, emotion, insecure
Agreeableness
Cooperative, polite, flexible, forgiving, good nature
Conscientiousness
Organized, hard-working, responsible, thorough
Openness to Experience
3.1 Curious, broad-minded, open to new ideas
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22. Work-Related Personality Dimensions
Authoritarianism
Machiavellian Tendencies
Type A/B Personality
Locus of Control
Positive / Negative Affectivity
3.2
Chapter 12
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23. Work-Related Personality Dimensions
 Authoritarianism
 the extent to which an individual believes
there should be power and status differences
 Machiavellianism
 believe that virtually any type of behavior is
acceptable if it leads to goal accomplishment
3.2
Chapter 12
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24. Work-Related Personality Dimensions
 Type A/B personality dimension
 the extent to which people tend toward
impatience, hurriedness, and hostility
 Type A personalities
• hard driving, competitive, perfectionist,
angry, unable to relax
 Type B personalities
• Easygoing, patient, able to relax, engage
in leisure activities
3.2
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25. Work-Related Personality Dimensions
 Locus of control: the degree to which people
believe that their actions influence what
happens to them
 Internal locus of control
(what happens to you
is under your control)
 External locus of control
(what happens to you
is beyond your control)
3.2
Chapter 12
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26. Work-Related Personality Dimensions
 Affectivity: the stable tendency to experience
positive or negative moods and to react in a
generally positive or negative way.
 Positive affectivity
• consistently focusing on the positive aspects
 Negative affectivity
• consistently focusing on the negative aspects
 Mood linkage
• a phenomenon where one worker’s negativity
spreads to others
3.2
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27. How Can Diversity Be Managed?
After reading these sections,
you should be able to:
4. explain the basic principles and practices that
can be used to manage diversity.
Chapter 12
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28. Managing Diversity
Valuing people’s differences both visible and non-visible;
include sex, age, background, race, sexual orientation,
disability, religion or belief
Different
Diversity
Diversity
Principles
Paradigms
Diversity
Training and
4 Practices
Chapter 12
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29. Diversity Paradigms
DIVERSITY
FOCUS
PARADIGM
Equal opportunity
Discrimination
Fair treatment
and
Recruitment of minorities
Fairness
Strict compliance with laws
Access
Acceptance and celebration
and
of differences
Legitimacy
Learning
Integrating deep-level
And
differences into organization
4.1 Effectiveness
Chapter 12
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30. Benefits of the Learning and
Effectiveness Diversity Paradigm
Values common ground
Makes a distinction between individual and
group differences
Less likely to encounter conflict
Focuses on bringing different talent and
perspectives together
4.1
Chapter 12
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31. Diversity Principles
1. Carefully and faithfully follow and enforce all equal
employment opportunity laws
2. Treat group differences as important,
but not special
3. Tailor opportunities to individuals, not groups
4. Reexamine, but maintain, high standards
5. Set high but realistic goals
Web Link http://www.eeoc.gov
4.2
Chapter 12
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32. Diversity Training and Practices
Training Practices
 Awareness Training  Diversity Audits
 Skills-Based  Diversity Pairing
Diversity Training
 Minority Experiences
4.3
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