1. Inclusion: Managing Diversity in the Workplace Chapter 16 Lawrence Erlbaum Associates, Publisher, Copyright 2002 16.1

2. Chapter Overview The Changing Demographics of the Workforce Lawrence Erlbaum Associates, Publisher, Copyright 2002 16.2 Discrimination Inclusion as a Management Challenge

3. What’s Inclusion? A shift in emphasis from employees’ differences to their similarities Lawrence Erlbaum Associates, Publisher, Copyright 2002 16.3

4. Reasons for Inclusion 1. Diversity leads to a wellspring of creativity, innovation, and successful long-term adaptation 2. The demographics of the labor force are changing, and are exerting strong forces on organizations 3. Becoming diverse is often socially the “right thing to do” Lawrence Erlbaum Associates, Publisher, Copyright 2002 16.4

5. The History of Inclusion Lawrence Erlbaum Associates, Publisher, Copyright 2002 16.5 Affirmative Action 1960-1975 Valuing Differences 1975-1985 Managing Inclusion 1985-present Lawrence Erlbaum Associates, Publisher, Copyright 2002

6. Racial Demographics Lawrence Erlbaum Associates, Publisher, Copyright 2002 16.6 Hispanics and Blacks still hold fewer than 2% of US executive positions Blacks are twice as likely as Whites to be unemployed in 1999 Blacks account for only 5% of US engineers and attorneys

7. The Challenge of Gen Xers Lawrence Erlbaum Associates, Publisher, Copyright 2002 16.7 Give Gen Xers the opportunity to learn, take responsibility, and sharpen their professional skills on a regular basis Give Gen Xers short-term rewards and recognition to assure them they are valued Communicate the company’s objectives and specifically where they fit in; set clear expectations Support and encourage mentoring relationships

8. Gray Power Lawrence Erlbaum Associates, Publisher, Copyright 2002 16.8 Nearly 1.7 million workers aged 55-64 are working Older workers are... more reliable less absent highly committed interested in career development more accommodating to others

9. Managing the Older Worker 1. Organizations should approach older workers as individuals with unique career planning and promotional opportunities 2. Managers need to educate themselves about the special contributions of older workers Organizations must recognize that the needs and circumstances of older workers are different Lawrence Erlbaum Associates, Publisher, Copyright 2002 16.9

10. Motivation of Older Workers Lawrence Erlbaum Associates, Publisher, Copyright 2002 16.10 Opportunity Beliefs and Attitudes about Age and Aging Social Values Social Aging Government Policies Physiological Aging Psychological Aging Organizational Practices Technology Career Behavior Career Motivation

11. Women in the Workforce Lawrence Erlbaum Associates, Publisher, Copyright 2002 Women-owned companies now represent 40% of US businesses But, the “glass ceiling” still exists… Women are given positions with less authority, fewer stock options, and fewer international assignments 16.11

12. 1998 Salary Differences Lawrence Erlbaum Associates, Publisher, Copyright 2002 16.12

13. Why women earn less then men? - Women leave the workforce intermittently for family reasons - Women can have preferred styles of interacting that are suited to lower levels of management - Women can select careers in lower-paying industries - Women can be less committed to their positions and companies Lawrence Erlbaum Associates, Publisher, Copyright 2002 16.13

14. Discrimination Based on Sexual Orientation Lawrence Erlbaum Associates, Publisher, Copyright 2002  Salaries for gay males average 28% less than heterosexual males  A question as to whether organizations should provide health and other benefits to the partners of gay and Lesbian employees 16.14

15. Organizations will need to adapt by... Lawrence Erlbaum Associates, Publisher, Copyright 2002 - making work responsibilities more routine - providing alternatives such as on-site child care and elder daycare - offering greater flexibility in work hours - increasing the ability of employees to communicate within and between diverse groups 16.15