1. Organization Development and Change
Chapter Nineteen:
Managing Workforce Diversity
and Wellness
Thomas G. Cummings
Christopher G. Worley

2. Learning Objectives for Chapter Nineteen
To examine human resources management interventions that address increasing workforce diversity and employee wellness.
To understand how OD efforts can enhance traditional human resource approaches to these issues.
Cummings & Worley, 9e (c) South-Western/Cengage Learning

3. A Framework for Managing Diversity
External Pressures For & Against Diversity
Management’s
Perspectives &
Priorities
Strategic
Responses
Implementation
Internal Pressures For & Against Diversity
Cummings & Worley, 9e (c) South-Western/Cengage Learning

4. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning
Age Diversity
Trends
Median age up
Distribution of ages changing
Implications
Health care
Mobility
Security
Interventions
Wellness programs
Job design
Career development and planning
Reward systems
Cummings & Worley, 9e (c) South-Western/Cengage Learning

5. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning
Gender Diversity
Trends
Percentage of women in work force increasing
Dual-income families increasing
Implications
Child care
Maternity/paternity leaves
Single parents
Interventions
Job design
Fringe benefit rewards
Cummings & Worley, 9e (c) South-Western/Cengage Learning

6. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning
Disability Diversity
Trends
The number of people with disabilities entering the work force is increasing
Implications
Job skills and challenge issues
Physical space design
Respect and dignity
Interventions
Performance management
Job design
Career planning and development
Cummings & Worley, 9e (c) South-Western/Cengage Learning

7. Culture and Values Diversity
Trends
Rising proportion of immigrant and minority-group workers
Shift in rewards
Implications
Flexible organizational policies
Autonomy
Affirmation and respect
Interventions
Career planning and development
Employee involvement
Reward systems
Cummings & Worley, 9e (c) South-Western/Cengage Learning

8. Race/Ethnicity Diversity
Trends
Minorities represent large segments of workforce and a small segment of top management/senior executives
Qualifications and experience of minority employees is often overlooked
Implications
Discrimination
Interventions
Equal employment opportunities
Mentoring programs
Education and training
Cummings & Worley, 9e (c) South-Western/Cengage Learning

9. Sexual Orientation Diversity
Trends
Number of single-sex households up
More liberal attitudes toward sexual orientation
Implications
Discrimination
Interventions
Equal employment opportunities
Fringe benefits
Education and training
Cummings & Worley, 9e (c) South-Western/Cengage Learning

10. A Model of Stress and Work Individual Differences
Occupational Stressors
Physical Environment
Individual: role conflict and ambiguity, lack of control
Group: poor peer, subordinate or boss, relationships
Organizational: poor design, HR policies, politics
Stress
How the
individual
perceives the
occupational
stressors
Consequences
Subjective: anxiety, apathy
Behavioral: drug and alcohol abuse
Cognitive: poor focus, burnout
Physiological: high blood
pressure and pulse
Organizational: low productivity, absenteeism, legal action
Individual Differences
Cognitive/Affective:
Type A or B, hardiness, social support, negative affectivity
Biologic/Demographic:
Age, gender, occupation, race
Cummings & Worley, 9e (c) South-Western/Cengage Learning

11. Stress and Wellness Workplace Interventions
Role Clarification
A systematic process for determining expectations and understanding work roles
Supportive relationships
Establish trust and positive relationships
Work Leaves
Health Facilities
Employee Assistance Programs
Cummings & Worley, 9e (c) South-Western/Cengage Learning