1. Managing Diversity: Releasing Every Employee’s Potential
Chapter 2
Managing Diversity: Releasing Every Employee’s Potential
Diversity – the multitude of individual differences and similarities that exist among people

2. The Four Layers of Diversity
2-2
Figure 2-1
The Four Layers of Diversity
Personality
Internal Dimensions*
External Dimensions*
Organizational Dimensions
Functional Level/ Classification
Geographic Location
Age
Work Location
Seniority
Division/ Dept./ Unit/ Group
Work Content/ Field
Union Affiliation
Mgmt. Status
Marital Status
Parental Status
Appearance
Educational Background
Work Experience
Race
Income
Personal Habits
Religion
Recreational Habits
Ethnicity
Physical Ability
Sexual Orientation
Source: L Gardenswartz and A Rowe, Diverse Teams at Work: Capitalizing on the Power of Diversity (New York: McGraw-Hill, 1994), p. 33
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

3. Affirmative Action, Valuing Diversity, and Managing Diversity
2-3
Table 2-1
Affirmative Action, Valuing Diversity, and Managing Diversity
Affirmative Action
Valuing Diversity
Managing Diversity
Behavioral
Qualitative
Quantitative
Strategically Driven
Ethically Driven
Legally Driven
Pragmatic
Idealistic
Remedial
Synergy Model
Diversity Model
Assimilation Model
Opens the System
Opens Attitudes, Minds, and the Culture
Opens Doors in the Organization
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

4. Affirmative Action, Valuing Diversity, and Managing Diversity
2-4
Table 2-1 Cont.
Affirmative Action, Valuing Diversity, and Managing Diversity
Affirmative Action
Valuing Diversity
Managing Diversity
Resistance Due to Denial of Demographic Realities, the Needs for Alternative Approaches, and/or Benefits Associated with Change; and the Difficulty in Learning New Skills, Altering Existing Systems, and/or Finding Time to Work Toward Synergistic Solutions
Resistance Due to Fear of Change, Discomfort with Differences, and Desire for Return to “Good Old Days”
Resistance Due to Perceived Limits to Autonomy in Decision Making and Perceived Fears of Reverse Discrimination
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

5. Workforce Demographics
2-5
Table 2-2 Cont.
Workforce Demographics
Percent Entrants
Percent Departures
Total
Men
Women
100.0
49.6
50.4
55.4
44.6
White Non-Hispanic
60.6
77.4
African-American
13.7
11.8
Hispanic
17.9
7.2
Asian and Other Races
7.8
3.6
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

6. The Glass Ceiling
Invisible barrier preventing women and minorities from advancing to top management
Women
Earn ~76% of what men earn in U.S.
Do not equal men in pay or position in any country in the world
Hold only 2% of senior management positions
Minorities
African American men earn ~71% of what white American men earn
African American women earn ~64% of what white American men earn

7. Women’s explanation for the Glass Ceiling
2-6
Women’s explanation for the Glass Ceiling
1. Male stereotyping, preconceptions and exclusion from informal networks
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

8. What research shows Effect of men Effect of women
Stereotypical beliefs
Fear of losing power or of change
Effect of women
Human capital

9. Women’s strategies to further advancement
2-7
Women’s strategies to further advancement
Consistently exceeding
performance expectations
2. Developing a style with which male managers are comfortable
3. Seeking difficult or challenging
assignments
4. Having influential mentors
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

10. 2-8
Underemployment
Underemployment the result of taking a job that requires less education, training or skills than possessed by a worker
Negatively related to:
Job satisfaction, psychological well-being
Positively related to:
Arrest rates
Likelihood of becoming young, unmarried parent
Absenteeism and turnover
McGraw-Hill
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

11. Competitive Advantage of Managing Diversity
2-11
Competitive Advantage of Managing Diversity
Lower Costs and Improved Employee Attitudes
Improved Recruiting Efforts
Increased Sales, Market Share, and Corporate Profits
Increased Creativity and Innovation
Increased Group Problem Solving and Productivity
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

12. Barriers to Managing Diversity
Inaccurate stereotypes & prejudice
Ethnocentrism
An unsupportive and hostile working environment
Fears of reverse discrimination
Diversity not seen as organizational priority
Resistance to change

13. Specific initiatives to improve diversity management
Accountability – managers’ responsibility to treat diverse employees fairly
Development practices – prepare diverse employees for greater responsibility and advancement
Recruitment practices – attracting all levels of qualified job applicants who are willing to accept challenging work assignments