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Cultural Diversity in the workplace
Transcript of Cultural Diversity in the workplace
Women lack the opportunity to bond with managers and executives
Male executives stereotyped views of women
Firm's promotional procedures often biased by male executives
Women more likely to assume primary responsibility for child care U.S. Labor Market:
4.1% increase in women outpacing a 0.5% increase of males With such a large amount of women in the workforce...Why have the barriers not been broken? African Americans earn 21% less than their white counterparts in the same job
Companies may not understand cultural differences and backgrounds
Some cases say their bosses have made them aware of their physical differences
Biases of company board keep them from moving ahead
Difficult for some managers to trust people who don't reflect them How to break it? 1 Facts 2 3 Effective diversity training Training, Career Counseling, and Mentoring Implement promotion procedures less subject to bias By having a wider diversity of employees, an organization can attract a larger and better pool of applicants An organization must be senstive
to the needs of their employees
and seek to identify and eliminate
barriers standing in their way,to
manage diversity effectively. Recommended Steps Assessment Plan
Implementation Plan Assesment
a customizable employee satisfaction survey
this helps to determine what policies need to be added or eliminated Development
the results you get will be the beginning structure of your diversity plan
your plan must be comprehensive, attainable and measurable
your organization must decide, in a timely manner, what changes need to be made Implementation
Leaders and managers must incorporate diversity policies into every aspect of the organization's function and purpose
Management and participation is required to create a diverse culture
Human Resource Management Book Goals - Eliminate values, stereotypes, and managerial practices that inhibit employees' personal development
- Allow employees to contribute to organizational goals regardless of their race, age, physical condition, sexual orientation, gender, family status, religious orientation, or cultural background Why - Help employees understand how their values and stereotypes influence their behavior toward others
- Employees gain an appreciation of cultural differences among themselves
Programs - Diversity training refers to training designed to change employee attitudes about diversity and developing skills needed to work with a diverse work force
-Diversity training programs differ whether attitude change or behavior change is emphasized.
In 2014, more than 20 percent of U.S. workers will be 55 or older. Skills affected by age o Speed
o Accuracy of movement o Process of translation between perception and action o Problem solving o Perception o Vision o Hearing Steps for creating a Diversity-Friendly Workplace Make diversity a corporate goal and secure high commitment from all employees Hold a "brown bag lunch" series to talk about cultural diversity issues Provide employees with opportunities to attend local cultural events and exhibits. Avoid singling out employees of a particular race or ethnicity to handle diversity issues on behalf of everyone else. Start a mentoring program that pairs employees of diverse backgrounds. Foster an open, friendly work environment. Establish an internal procedure for employees to report incidents of harassment or discrimination. The employment of a larger number of older workers can be advantageous. Individuals are generally more stable. Individuals are generally more experienced The management of older workers can pose some unique problems Younger managers often feel uncomfortable directing the work of people who are old enough to be their parents and grandparents. The capabilities of older workers may decline in certain types of jobs as some of their skills begin to diminish with age. How an organization can improve these problems: 1. Its diversity training program. 2. Organizations can help older workers compensate for their diminishing skills. -place workers in jobs that rely less on physical prowess and more on maturity and experience "baby boomers" will be retiring soon In 2014, more than 20% of U.S. Workers will be 55 or older. In order to successfully counter the effects of this, employers should now begin selecting and training replacements for key administrative positions. They could also try to retain senior employees by offering them the options of job sharing and part-time work. Firms are more likely to adopt work/family programs when seeking to incorporate: Employee involvement High-performance or high-commitment work systems Quality programs These are efforts to build up the level of workforce commitment to the enterprise. Reasons programs are developed • High demand due to work force problems including absenteeism, turnover, or pressure of the labor force
• Previously well-developed internal labor markets including job ladders and human resource departments
Nearly 7 out of 10 members who participated in the union’s 1997 membership survey under the age of 45 have children 18 years old and under living in their household. 1/3 has children under the age of 6.
1/3 of American workers report that work prevents them from meeting their responsibilities at home somewhat or very often
Majority of employers are unaware or unconcerned that rigid personnel policies impact the ability to take care of their family responsibilities
Child care arrangements fall through at least once every 3 months for most working parents
Every employee involved with eldercare costs and employer more than $3,000 per year in absences, work interruptions and both medical and replacement costs
Increased hiring and training costs occur when employees resign due to the lack of accommodations for their work and family needs Employee involvement Employee Involvement Dean
Shaila • Aside from Native Americans, the entire population has immigrant origins
• Each group adds a distinguishing contribution to the overall national culture
• The concept of the “American melting pot” predicated on the willingness of the immigrant and the demands of dominant culture to discard or sublimate unfamiliar cultural practices and attitudes, especially in the workplace • The 1960’s Civil Rights Movement changed the view of the U.S. as a single culture, welcoming those who dropped their ethnic or cultural distinctiveness
• Title VII of the Civil Rights Act of 1964 made it unlawful to discriminate on the basis of race, color, native origin, or religion
• Today not all people in organizations value diversity
• Cultural diversity in the work place mirrors many of the issues at play within international business
• People who have learned differing conceptions of normative behavior are forced to suspend judgment of one another Trends in cultural diversity in America Causes of shifts in cultural norms Language Technological expectations Social Organization Face-saving Authority Conception Nonverbal Behavior Perception of time 2025 African American 11.7% - 12.7% Hispanic 10% - 17% Asian 3.4% - 8% also becoming older In the year 2000, the fastest growing type of workplace population was workers in the 55-64 year old age group By the year 2030, the number of people who are at least 65 years old in the work environment will grow from 35 to 70 million The workplace is also experiencing a dramatic increase in the number of dual-income families, single-parent families, and families facing the demands of elder care. Facts Summary Cultural diversity is important in the workplace Cultural training can help your employees understand the idea of cultural diversity Fair Melting Pot Reputation There are still biases against minorities Minorities are increasing in the population Diversity teaches us