Chapter 2 Organizational Diversity
Michael A. Hitt C. Chet Miller Adrienne Colella Slides by R. Dennis Middlemist
10 Nasehat Ali bin Abi Tholib
1. Dosa terbesar adalah "Ketakutan". 2. Rekreasi terbaik adalah "Bekerja". 3. Musibah terbesar adalah "Keputusasaan". 4. Keberanian terbesar adalah "Kesabaran". 5. Guru terbaik adalah "Pengalaman". 6. Misteri terbesar adalah "Kematian". 7. Kehormatan terbesar adalah "Kesetiaan". 8. Karunia terbesar adalah "Anak yang sholeh". 9. Sumbangan terbesar adalah "Partisipasi". 10. Modal terbesar adalah "Kemandirian".
Knowledge Objectives 1. 2. 3.
4.
Define organizational diversity and distinguish between diversity management and affirmative action. Distinguish between multicultural, plural, and monolithic organizations. Describe the demographic characteristics of the U.S. workforce and their implication for the composition of the workplace. Discuss other changes that are occurring in the U.S. business environment that increase the importance of managing diversity effectively.
Knowledge Objectives 5.
6. 7.
Understand why successfully managing diversity is of extreme importance to high-involvement work organizations. Discuss the various roadblocks to effectively managing a diverse workforce. Describe how organizations can successfully manage diversity.
Strategic Importance of Organizational Diversity
Improves – – –
corporate culture recruitment relationships with clients and customers
Builds competitive advantage – – –
Understand and serve diverse customer base Heterogeneous teams deal better with complex problems and challenging tasks More commitment to organization’s mission
Diversity Defined ď Ź
ď Ź
Diversity is a characteristic of a group of people suggesting differences among those people on any relevant dimension. Diversity is a group characteristic, not an individual characteristic.
Characteristics that Create Diversity in the Workplace
Gender Race Ethnicity Age Personality Geographical diversity
Structural diversity – –
Role Functional responsibility
Religion Social class Sexual orientation Education Experience
Exhibit 2.1
Affirmative Action Programs vs. Diversity Management Programs Affirmative Action
Purpose
Diversity Management
To prevent and remedy discrimination
To create an inclusive work environment where all associates are empowered to perform their best
Assimilation
Assumes individuals will individually assimilate into the organization; individuals will adapt
Assumes that managers and the organizations will change (i.e., culture, policies, and systems foster an all-inclusive work environment)
Focus
Recruitment, mobility, and retention
Creating an environment that allows all associates to reach their full potential
Cause of Diversity Problems Time Frame
Does not address the cause of problems
Attempts to uncover the root causes of diversity problems
Temporary, until there is appropriate representation of disadvantaged groups
Ongoing, permanent changes
Exhibit 2-1
Adapted from Exhibit 2.1: Differences between Affirmative Action Programs and Diversity Management Programs
Context of Organization Diversity Multicultural organization ď Ź
An organization in which the organizational culture fosters and values cultural differences
Plural organization ď Ź
An organization that has diverse workforces and takes steps to be inclusive and respectful of people from different cultural backgrounds, and diversity is tolerated but not fostered
Monolithic organization ď Ź
An organization that is demographically and culturally homogeneous
Forces of Change
Workplace demographics (see next slide) Increase in the service economy Global economy Requirements for teamwork
Exhibit 2.2 Projected U.S. Population Demographics Percentage by Race or Hispanic Origin 2000 2010
2030 2050 Forces of Change: Demographics
White, alone Black, alone Asian, alone Other, or more than one
81.0 12.7 3.9 2.5
79.3 13.1 4.6 3.0
75.8 13.9 6.2 4.1
72.1 14.6 8.0 5.3
Percentage by Age
2000
2010
2030
2050
0-4 5-19 20-44 45-64 65-84 85+
6.8 21.7 36.9 22.1 10.8 1.5
6.9 20.0 33.8 26.2 11.0 2.0
6.7 19.5 31.6 22.6 17.0 2.6
6.7 19.3 31.2 22.2 15.7 5.0
Percentage by Sex
2000
2010
2030
2050
49.1 50.9
49.1 50.9
49.1 50.9
49.2 50.8
Male Female Source: U.S. Census Bureau. 2004. http://census.gov/ipc/usinterimproj/.
Adapted from Exhibit 2.2: Projected U. S. Population Demographics
Effective Diversity Management in High-Involvement Organizations
Individual outcomes – – –
Group outcomes – – –
Commitment to the organization Job involvement Satisfaction Decision making Creativity Complex tasks
Organizational outcomes – – –
Productivity Return on equity Market performance
Exhibit 2.3 Law
Federal Laws Preventing Employment Discrimination Employers Covered Who Is Protected
Laws Preventing Discrimination
Title VII of the 1964 Civil Rights Act, Civil Rights Act of 1991
Private employers, state and local Everyone based on race, governments, education color, religion, sex, or institutions, employment agencies, national origin and labor unions with 15 or more individuals
Equal Pay Act of 1963
Virtually all employers
Age Discrimination in Employment Act of 1967
Private employers, state and local Individuals who are 40 governments, education years old or older institutions, employment agencies, and labor unions with 20 or more individuals
Title I of the Americans with Disabilities Act of 1990
Private employers, state and local Individuals who are governments, education qualified and have a institutions, employment agencies, disability and labor unions with 15 or more individuals
Source: U.S. Equal Employment Opportunity Commission, 2002, http://www.eeoc.gov/facts/qanda.html
Adapted from Exhibit 2.3: Federal Laws Preventing Employment Discrimination
Men and women who perform substantially equal work
Prejudice and Discrimination Prejudice
Unfair negative attitudes we hold about people who belong to social or cultural groups other than our own
Discrimination
Behavior that results in unequal treatment of individuals based on group membership
Modern racism
Subtle forms of discrimination that occur because people know that it is wrong to be prejudiced against other racial groups and believe themselves not to be racists
Stereotyping Stereotypes ď Ź
A generalized set of beliefs about the characteristics of a group of individuals What thoughts come to mind when you perceive the individuals in these photographs?
Exhibit 2.4 Women
Common Stereotypes Applied to Various Groups of People People with Disabilities White Men
Common Stereotypes
Dependent Passive Uncompetitive Unconfident Unambitious Warm Expressive
Quiet Helpless Hypersensitive Bitter Benevolent Inferior Depressed
Responsible for society’s problems Competitive Intelligent Aggressive Ignorant Racist Arrogant
Black People
Japanese Men
Jewish People
Athletes Underqualified Poor Good dancers Unmotivated Violent Funny
Meticulous Studious Workaholics Racist Unemotional Defer to authority Unaggressive
Rich Miserly Well-educated Family-oriented Cliquish Status conscious Good at business
Sources: M.E. Heilman, “Sex Bias in Work Settings: The Lack of Fit Model,” in B.M. Staw and L.L. Cummings (Eds.), Research in Organizational Behavior, Vol. 5 (Greenwich, CT: JAI Press, 1983), pp. 269–298; C.S. Fichten and R. Amsel, “Trait Attributions about College Students with a Physical Disability: Circumplex Analysis and Methodological Issues,” Journal of Applied Social Psychology 16 (1986): 410–427; T.H. Cox, Jr., Cultural Diversity in Organizations: Theory, Research and Practice (San Francisco: Berrett-Koehler Publishers, 1993).
Adapted from Exhibit 2.4: Common Stereotypes Applied to Various Groups of People
Exhibit 2.4 Athletes
Common Stereotypes Applied to Various Groups of People Accountants Arab People
Common Stereotypes: continued
Dumb Strong Sexist Macho Male Uneducated Greedy
Smart Nerdy Unsociable Good at math Bad dressers Quiet Dishonest
Terrorists Extremely religious Extremely sexist Rich Hate Americans Jealous of Americans Don’t value human life
Sources: M.E. Heilman, “Sex Bias in Work Settings: The Lack of Fit Model,” in B.M. Staw and L.L. Cummings (Eds.), Research in Organizational Behavior, Vol. 5 (Greenwich, CT: JAI Press, 1983), pp. 269–298; C.S. Fichten and R. Amsel, “Trait Attributions about College Students with a Physical Disability: Circumplex Analysis and Methodological Issues,” Journal of Applied Social Psychology 16 (1986): 410–427; T.H. Cox, Jr., Cultural Diversity in Organizations: Theory, Research and Practice (San Francisco: Berrett-Koehler Publishers, 1993).
Adapted from Exhibit 2.4: Common Stereotypes Applied to Various Groups of People
Problems With Stereotyping
Stereotypes are difficult to dispel, although nearly always incorrect when applied to individuals Guide what information we look for, process, and remember Enduring human quality; we all hold stereotypes
Problems With Stereotyping
Unrealistic Unrealistic assumptions assumptions Stereotype Stereotype
Faulty Faulty decision decision making making
Unfair Unfair treatment treatment Behavior Behavior
Negative Negative effects effects on on interpersonal interpersonal relations relations
Social Identity Social identity ď Ź
A person’s knowledge that he or she belongs to certain social groups, where belonging to those groups has emotional significance
es r u t c u r t S ntity e d I f l e S Sample Adapted from Exhibit 2.5: Sample Self-Identity Structures
Social Identity
Social identity structure different from that of the majority can be difficult – – – –
Person’s social identity becomes more salient and noticeable May make people feel they have to behave in ways that are unnatural for them in certain contexts Minority group members fear losing this social identity People often evaluate others based on their membership in social groups
Power Differentials Ascribed status
Status and power that is assigned by cultural norms and depends on what groups to which one belongs – –
High-status individuals speak more and use stronger influence tactics than members of low-status groups People belonging to groups with different amounts of power and status may avoid interacting with one another and may form cliques with members of their own groups
Power Differentials Power Differentials High Status Group
Barriers to benefits of diversity
Low Status Group
• Different ideas and viewpoints are not presented • Undermines diversity efforts by setting the stage for increased conflict among groups
Communication Problems
Language issues – –
Different languages Different fluency in a language
Cultural norms – – – – – – –
Willingness to openly disagree Importance of maintaining “face” or dignity Definition of “agreement” Time devoted to establishing personal relationships Willingness to speak assertively Preference for written or oral communication Personal space and nonverbal communication
Poor Structural Integration
g
HR
Level
e
l Al s g. on Av ncti Fu les Sa
n eti rk Ma
c an Fin
Percentage of people who are female and/or racial and ethnic minority group members
Top Management
0%
0%
2%
0%
0.5%
Middle Management
0%
1%
10%
2%
3.25%
Supervisor
0%
5%
15%
5%
6.25%
Staff
25%
25%
40%
26%
29%
Line Worker
60%
65%
80%
75%
70%
Good Structural Integration
Level
g
l Al s g. on Av ncti Fu les Sa
e
HR
n eti rk Ma
c an Fin
Percentage of people who are female and/or racial and ethnic minority group members
Top Management
35%
35%
35%
35%
35%
Middle Management
35%
35%
35%
35%
35%
Supervisor
35%
35%
35%
35%
35%
Staff
35%
35%
35%
35%
35%
Line Worker
35%
35%
35%
35%
35%
Effectively Creating and Managing Diversity
Commitment of the organization’s leaders – – – – –
Communicate message through multiple channels Top leaders personally lead all diversity efforts Vice presidents sponsor employee councils All managers held accountable for advancing diversity initiatives May require associates to be diversity advocates before promotion into leadership positions
Effectively Creating and Managing Diversity
Integration with the strategic plan –
Define and measure diversity effectiveness
Associates’ attrition rate Associates’ work satisfaction Increased market share and new customer bases External awards for diversity efforts Satisfaction with workplace climate
Effectively Creating and Managing Diversity
Associate involvement – – – –
Focus groups Employee satisfaction surveys Cultural diversity audits Informal employee feedback hotlines
Effectively Creating and Managing Diversity
Individual efforts – – – –
Avoid rushing to judgment about others Take responsibility for being the gatekeeper at meetings Get to know people who are different from you Stick up for others when you see unfair behaviors