copyright © 2005 thomson business & professional publishing. all rights reserved.5–15–1...

Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved. 5–1

Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives

Evaluate several arguments supporting and opposing affirmative action.

Describe how women are affected by work/family and job assignment issues in organizations.

Identify two means that organizations are using to deal with the aging of their workforces.

Discuss how reasonable accommodation is made when managing individuals with disabilities and differing religious beliefs.

Define diversity management and discuss why it is important.


HR Perspective: Affirmative ActionHR Perspective: Affirmative ActionHR Perspective: Affirmative ActionHR Perspective: Affirmative ActionAffirmative Action Is Still

Needed

1. To overcome past injustices.

2. To create more equality for all persons, even if temporary injustice to some individuals may result.

3. Raising the employment level of protected-class members will benefit U.S. society in the long run.

4. Properly used, affirmative action does not discriminate against males or whites.

5. Goals indicate progress needed, not quotas.

Affirmative Action Is No Longer Needed

1. It penalizes individuals (males and whites) even though they have not been guilty of practicing discrimination.

2. It creates preferences of certain groups that result in reverse discrimination.

3. It results in greater polarization and separatism along gender and racial lines.

4. It stigmatizes those it is designed to help.

5. Goals become quotas by forcing employers to “play by the numbers.”


Indicators of DiversityIndicators of DiversityIndicators of DiversityIndicators of Diversity

Figure 5–8


Various Approaches to Diversity and Their ResultsVarious Approaches to Diversity and Their ResultsVarious Approaches to Diversity and Their ResultsVarious Approaches to Diversity and Their Results

Figure 5–9


Signs of the Glass Ceiling in the Signs of the Glass Ceiling in the WorkplaceWorkplace

Signs of the Glass Ceiling in the Signs of the Glass Ceiling in the WorkplaceWorkplace

• Gender-biased compensation

• Advancement is hampered by well-ingrained corporate cultures

• Work/life balance challenges impact advancement

• Mentoring/networks that favor males


Is There a Glass Ceiling?Is There a Glass Ceiling?Is There a Glass Ceiling?Is There a Glass Ceiling?

• Some women choose not to pursue more ambitious career goals

• Work/family challenges get in the way of women’s advancement, not organizational obstacles

• Glass ceiling literature tends to ignore smaller companies and women’s entrepreneurial success


Views of Older WorkersViews of Older WorkersViews of Older WorkersViews of Older Workers

Figure 5–7


Diversity: The Business CaseDiversity: The Business CaseDiversity: The Business CaseDiversity: The Business Case

• The “business case” for diversity can be argued based on the following points:Diversity allows new talent and new ideas from

employees of different backgrounds.

Diversity helps recruiting and retention, as people tend to prefer to work with others “like” themselves.

Diversity allows for an increase of market share, as customers tend to prefer to buy from people of the same race or ethnic background.

Diversity leads to lower costs because there may be fewer lawsuits.


Diversity TrainingDiversity TrainingDiversity TrainingDiversity Training

• Three Components of Diversity Training Legal awareness training focuses on the legal

implications of discrimination. Cultural awareness training builds a greater

understanding of widely varying cultural backgrounds. Sensitivity training “sensitizes” people to differences

and how words and behaviors are seen by others.

• Backlash Against Diversity Efforts Protected-group individuals view diversity efforts as

inadequate—“corporate public relations. Nonprotected-group individuals feel like scapegoats.

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