Human Resource Development In A Cultrually Diverse Environment
-
Upload
aleeza-baig -
Category
Career
-
view
7.145 -
download
35
Transcript of Human Resource Development In A Cultrually Diverse Environment
04/11/23 DeSimone et al. (2002) HRD3e CH15
1
HRD in a Culturally Diverse Environment
Chapter 14
04/11/23 DeSimone et al. (2002) HRD3e CH15
2
Questions to Consider - 1
1. What is the current status of women and people of color in the U.S. workforce?
2. Is there a “glass ceiling” that limits the advancement of women and people of color in U.S. organizations?
04/11/23 DeSimone et al. (2002) HRD3e CH15
3
Questions to Consider - 2
3. How do equal employment opportunity, affirmative action, and managing diversity differ?
4. How effective are the diversity training programs that are used by organizations?
04/11/23 DeSimone et al. (2002) HRD3e CH15
4
Questions to Consider - 35. What can organizations do to
better prepare their employees to deal with cross-cultural issues, especially if they are sent to work in another country?
6. What types of HRD programs can organizations use to develop and promote a more culturally diverse workforce?
04/11/23 DeSimone et al. (2002) HRD3e CH15
5
Workforce Diversity Increased attention to recruiting, hiring,
and developing a more diverse workforce.
Greatest amount of attention has been paid to racial and gender diversity.
Other forms of diversity are increasingly being considered:
Nationality Language Ability/Disability Religion Lifestyle
04/11/23 DeSimone et al. (2002) HRD3e CH15
6
Organizational Culture
Definition:“A set of shared values, beliefs, norms, artifacts and patterns of behavior that are used as a frame of reference for the way one looks at, attempts to understand, and works within an organization.”
04/11/23 DeSimone et al. (2002) HRD3e CH15
7
Organizational Culture and Workforce Diversity
What is the impact of increasing workforce diversity on organizational culture?
People from diverse cultures (or subcultures) often possess different assumptions, values, beliefs and experiences.
What can be gained from this richness of experience?
What are the potential problems with such diversity?
04/11/23 DeSimone et al. (2002) HRD3e CH15
8
Labor Market Changes and DiscriminationTwo main forms of discrimination:
Access discrimination – Jobs are unavailable (or less available) to people with certain characteristics or backgrounds.
Treatment discrimination – People are treated differently after they are hired (e.g., in the training or
promotion opportunities available).
04/11/23 DeSimone et al. (2002) HRD3e CH15
9
Labor Market Changes and Discrimination
Treatment discrimination against women in organizations Promotion Pay Sexual Harassment
What evidence is there of progress in these areas?
Where are there still significant disparities or problems?
04/11/23 DeSimone et al. (2002) HRD3e CH15
10
Labor Market Changes and Discrimination
Sexual harassment Unwanted sexual comments or
behavior at work. Two main forms:
Quid pro quo Hostile work environment
04/11/23 DeSimone et al. (2002) HRD3e CH15
11
Labor Market Changes and Discrimination
Treatment discrimination against minorities in organizations Promotion Racial Harassment
What evidence is there of progress in these areas?
Where are there still large disparities or problems?
04/11/23 DeSimone et al. (2002) HRD3e CH15
12
Labor Market Changes and Discrimination
Equal Employment Opportunity (EEO) Title VII of the 1964 Civil Rights Act and
other federal laws make it generally unlawful for employers to make decisions based on:
Race Color Sex National origin Age Disability/Handicap Veteran’s Status Pregnancy
04/11/23 DeSimone et al. (2002) HRD3e CH15
13
Labor Market Changes and Discrimination
Equal Employment Opportunity Monitored by the Equal Employment
Opportunity Commission (EEOC). Federal Civil Rights laws cover:
All races All colors Both genders
Glass ceiling – An invisible but impenetrable boundary preventing women and minorities from advancing to senior management levels.
04/11/23 DeSimone et al. (2002) HRD3e CH15
14
Adapting to Demographic Changes
Affirmative Action Programs Initiated in 1965 by Executive Order 11246. Focus on government agencies and contractors. Monitored by the Office of Federal Contract
Compliance Programs (OFCCP). Promotes efforts “to bring members of
underrepresented groups… into a higher degree of participation in some beneficial program.”
Most often targeted at women and minorities.
04/11/23 DeSimone et al. (2002) HRD3e CH15
15
Adapting to Demographic Changes
Steps to meet Affirmative Action (AA) requirements: Written policy statement on EEO/AA. Designated AA officer. Publicized EEO/AA policy statement. Labor market analysis. Goals and timetables established for any
underrepresented group. Specific programs to achieve these goals. Internal reporting system. Internal and external support systems for
AA.
04/11/23 DeSimone et al. (2002) HRD3e CH15
16
Adapting to Demographic Changes
Why is Affirmative Action such a volatile topic in the U.S.?
What is happening in the courts and in State legislation that is impacting affirmative action?
How effective have affirmative action efforts been in promoting racial and gender diversity in the U.S. workforce?
04/11/23 DeSimone et al. (2002) HRD3e CH15
17
Adapting to Demographic Changes
Valuing differences and diversity training Creating an environment where
“each person’s cultural differences are respected” (Walker).
Basis for much of the diversity training conducted since 1980.
Goal: to make employees aware of their attitudes towards others, and increase their understanding and acceptance of others.
04/11/23 DeSimone et al. (2002) HRD3e CH15
18
Adapting to Demographic Changes
Effectiveness of diversity training programs: Anecdotal evidence of increasing
awareness from “valuing differences” approach.
Concern for lack of tangible outcomes from this approach, plus charges that it is too often driven by a “political” agenda.
04/11/23 DeSimone et al. (2002) HRD3e CH15
19
Adapting to Demographic Changes
Managing diversity: “A comprehensive managerial
process for developing an organizational culture that works for all employees” (Thomas).
Seeks to “create a level playing field for all employees without regard to cultural distinction.”
Goes beyond affirmative action or valuing diversity.
04/11/23 DeSimone et al. (2002) HRD3e CH15
20
Comparing Affirmative Action and Diversity ManagementAffirmative Action Reactive, based
on law/moral basis Not directly linked
to team building Emphasizes
women and people of color
Emphasizes employees
Diversity Management
Proactive Emphasizes building
diverse teams Inclusive Diversity internally
and externally
04/11/23 DeSimone et al. (2002) HRD3e CH15
21
Adapting to Demographic Changes
Requirements for managing diversity: A long-term commitment to change. Substantive changes in the
organizational culture. A modified definition of the leadership
and management roles. Both individual and organizational
adaptation. Structural changes. (Ivancevich & Gilbert,
2000)
04/11/23 DeSimone et al. (2002) HRD3e CH15
22
Adapting to Demographic Changes
Effectiveness of managing diversity approaches: Anecdotal evidence of success using
this approach. Lack of strong empirical evidence for
overall effectiveness. Must ensure that efforts are
strategic, proactive, and grounded in solid empirical and theoretical research.
04/11/23 DeSimone et al. (2002) HRD3e CH15
23
Cross-Cultural Education and Training Programs
Impact of globalization: numerous employees sent on expatriate assignments.
Common elements of cross-cultural training: Raise awareness of cultural differences. Focus on ways that attitudes are shaped. Provide factual information about each culture. Build skills (e.g., language, non-verbal
communication, stress management, and adjustment skills).
04/11/23 DeSimone et al. (2002) HRD3e CH15
24
HRD Programs for Culturally Diverse Employees
Existing HRD programs can be used to promote cultural diversity: Socialization and orientation Career development Mentoring women and minorities Sexual and racial harassment
training
04/11/23 DeSimone et al. (2002) HRD3e CH15
25
Some Concluding Thoughts on HRD and Cultural Diversity - 1
1. The past forty years have seen real progress in promoting cultural diversity in the U.S. workforce.
2. However, this progress has occurred very slowly, and there is still a long way to go.
04/11/23 DeSimone et al. (2002) HRD3e CH15
26
Some Concluding Thoughts on HRD and Cultural Diversity - 2
3. Legal efforts (EEO, AA) have had some impact.
4. Efforts based on moral imperatives (“The right thing to do,” AA, diversity training) have had some impact.
5. Efforts based on economic arguments (diversity management) have had some impact.
04/11/23 DeSimone et al. (2002) HRD3e CH15
27
Summary Managing a culturally diverse workforce
requires a long-term, integrated effort. Success is most likely with:
Top management commitment. An inclusive view of diversity. Actions based on a combination of legal, moral,
and economic arguments. Coordinated HRD efforts that promote
diversity. Diversity defines our world. How will you
respond?