ch - 8 hrd and diversity

8/3/2019 Ch - 8 HRD and Diversity

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HRD and DiversityBy, Priya Unadkat


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Wo rkf orce DiversityIncreased attenti on to recruiting, hiring, anddevel op ing a m ore diverse w orkf orce

Greatest am ount of attenti on has been paid t o racialand gender diversityOther f orms of diversity are increasingly beingconsidered:

Nati onality

LanguageAbility/DisabilityReligi onLifestyle


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Organizati onal CultureDefiniti on:

A set of shared values, beliefs, n orms,artifacts and patterns of behavi or that areused as a frame of reference f or the way oneloo ks at, attem pts t o understand, and w orks

within an organizati on.


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Organizati onal Culture and Wo rkf orce

DiversityW hat is the im pact of increasing w orkf orcediversity on organizati onal culture?

Peop le fr om diverse cultures ( or subcultures)often possess different assum ptions, values,

beliefs, and ex periences.What can be gained fr om this richness of ex perience?What are the po tential pr o blems with such diversity?


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Lab or Market Changes and Discriminati on

Tw o main f orms of discriminati on: Access discrimination

J o bs are unavailable ( or less available) t o peop le with certain characteristics or backgr ounds.

T reatment discriminationPeop le are treated differently after they arehired (e.g., in the training or pr omotionoppo rtunities available).


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ContT reatment discrimination against women inorganizations

Pr omotionPaySexual Harassment

What evidence is there of pr ogress in these areas?Where are there still significant dis parities or pr o blems?


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ContSexual harassment

Unwanted sexual c omments or behavi or atwork.Tw o main f orms:

Quid pr o quo

Hostile w ork envir onment


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ContT reatment discrimination against minorities inorganizations

Pr omotionRacial Harassment

What evidence is there of pr ogress in these areas?Where are there still large dis parities or pr o blems?


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ContEqual Em ployment O ppo rtunity (EEO)

Title VII of the 1964 Civil Rights Act and other federal laws make it generally unlawful f or em ployersto make decisi ons based on:

RaceColor Sex

Nati onal originAgeDisability/handica pVeterans status

Pregnancy


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ContEqual Em ployment O ppo rtunity

Monitored by the Equal Em ployment O ppo rtunity

Commissi on (EEOC)Federal Civil Rights laws c over:

All racesAll c olors

Both gendersGl ass cei l ing an invisible but im penetrable b oundary preventing w omen and min orities fr om advancing t o seni or management levels


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Ada pting t o Dem ogra phic ChangesAffirmative Acti on Pr ograms

Initiated in 1965 by Executive Order 11246

Focus on g overnment agencies and c ontract ors

Monitored by the Office of Federal C ontractCom pliance Pr ograms (OFCCP)

Pr omotes eff orts t o bring members of underre presented gr ou ps int o a higher degree of partici pation in s ome beneficial pr ogram

Most often targeted at w omen and min orities


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ContSte ps to meet Affirmative Acti on (AA)requirements:

W ritten po licy statement on EEO/AADesignated AA officer Publicized EEO/AA po licy statementLab or market analysisGoals and timetables established f or any

underre presented gr ou pS pecific pr ograms t o achieve these g oalsInternal re porting systemInternal and external su ppo rt systems f or AA


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ContValuing differences and diversity training

Creating an envir onment where each persons

cultural differences are res pected ( Walker)Basis f or much of the diversity training c onductedsince 1980Goal: t o make em ployees aware of their attitudes

towards others, and increase their understanding andacce ptance of others


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ContEffectiveness of diversity training pr ograms:

Anecd otal evidence of increasing awarenessfr om valuing differences a ppr oachConcern f or lack of tangible outcomes fr omthis a ppr oach, plus charges that it is t oo oftendriven by a po litical agenda


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ContManaging diversity:

A c om prehensive managerial pr ocess f or devel op ing an organizati onal culture thatworks f or all em ployees (Th omas)Seeks t o create a level playing field f or allem ployees with out regard t o cultural

distincti onGoes bey ond affirmative acti on or valuingdiversity


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ContRequirements f or managing diversity:

A long-term c ommitment t o changeSubstantive changes in the organizati onalcultureA m odified definiti on of the leadershi p andmanagement r olesBoth individual and organizati onal ada ptati onStructural changes (Ivancevich & Gilbert, 2000)


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ContEffectiveness of managing diversitya ppr oaches:

Anecd otal evidence of success using thisa ppr oachLack of str ong em pirical evidence f or overalleffectivenessMust ensure that eff orts are strategic, pr oactive, and gr ounded in s olid em pirical andtheoretical research


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Com paring Affirmative Acti on and

Diversity ManagementAffirmative Acti on

Reactive, based onlaw/m oral basis

Not directly linked t o team buildingEm phasizes w omen and peop le of color Em phasizes em ployees

Diversity Management

Pr oactive

Em phasizes buildingdiverse teams

Inclusive

Diversity internally andexternally


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Cr oss-Cultural Educati on and Training

Pr ogramsIm pact of glo balizati on: numer ous em ployees senton ex patriate assignments

Comm on elements of cr oss-cultural training:Raise awareness of cultural differencesFocus on ways that attitudes are sha pedPr ovide factual inf ormati on ab out each cultureBuild skills (e.g., language, n onverbal c ommunicati on,stress management, and adjustment skills)


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HRD Pr ograms f or Culturally Diverse

Em ployeesExisting HRD pr ograms can be used t o pr omotecultural diversity:

Socializati on and orientati onCareer devel op mentMent oring w omen and min orities

Sexual and racial harassment training


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A M odel of Ment or-Pr otege Interacti on


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THANK YOU

ch - 8 hrd and diversity

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