Managing Human Resources Wayne Cascio 11e - Test Bank

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Managing diversity means establishing a heterogeneous workforce (including white men) to perform to its potential in an equitable work environment where no member or group of members has an advantage or a disadvantage. This is a pragmatic business strategy that focuses on maximizing the productivity, creativity, and commitment of the workforce while meeting the needs of diverse consumer groups.
Visible characteristics are the most obvious dimensions of diversity, but there are many more, including those that are visible or invisible (e.g., veteran status, sexual orientation, religion, or language). Finally, there are invisible dimensions that complete the full mosaic of diversity. These include characteristics like education, life experiences, functional area at work (accounting, information technology, finance, marketing, sales, HR), family status, perspectives, and more and perspectives.

Companies that are committed to making diversity a competitive advantage do many things to gain a competitive advantage. Some of the points are listed below.

1. Hiring only those search firms with a solid track record for providing diverse slates of candidates for positions at all levels
2. Forging links with colleges and universities with significant numbers of minority students, and bring real jobs to the recruiting table
3. Starting formal mentoring and succession programs to ensure that minorities are in the leadership pipeline
4. Including progress on diversity issues in management performance reviews and compensation
5. Setting specific goals in critical areas, such as the percentages of minorities and women hired, promoted, and in the overall workforce
6. Setting goals for the amount of business conducted with outside vendors owned by minorities and women
7. Providing all employees with confidential outlets to air and settle grievances, for example, telephone and e-mail hot lines

The subconscious expectations about what people can and cannot do at particular times of their lives is known as age grading. This is a form of age bias. Contrary to common belief, most mature workers are still interested in self-improvement. Like other workers, they want feedback on how they could do their jobs better or extend their careers.

Evidence indicates that the incidence of intergenerational conflict is low and that many myths exist about generational differences. When conflict does occur, it seems to stem from three primary causes: work ethic, organizational hierarchy, and management of change. In terms of solutions to intergenerational conflict, it appears that separating workers from different generations does not work. What does work is communicating information in multiple ways, thereby addressing different generations’ learning styles. Two other solutions are collaborative decision making, or “co-creation”, and training managers to handle generational differences. At the same time, it is important to recognize that all generations want to be treated with respect. They want leaders whom they can trust. Most people are uncomfortable with change, everyone wants to learn, and everyone likes feedback.

According to the Job Accommodation Network, about a third of the accommodations needed by employees and job applicants with disabilities cost absolutely nothing. The remaining two-thirds cost under $500, and tax incentives are available to help businesses offset those costs. Consider several possible modifications:

1. Placing a desk on blocks, lowering shelves, and using a carousel for files are all inexpensive accommodations that enable people in wheelchairs to be employed.
2. Installing telephone amplifiers for hearing-impaired individuals or next-generation computer-screen readers that read the content of computer screens to users and provide speech and Braille output for visually impaired individuals is relatively easy. Hearing aids with Bluetooth connectivity can be paired with devices called streamers and connected to smartphones to make it easier to hear phone conversation.
3. Flextime, job sharing, and other modifications to the work schedule are being used to help employees with AIDS, cancer, and other life-threatening diseases to continue to work.

There are five reasons why diversity has become a dominant activity in managing an organization’s human resources: 1) The shift from a manufacturing to a service economy. 2) Globalization of markets. 3) New business strategies that require more teamwork. 4) Mergers and alliances that require different corporate cultures to work together. 5) The changing labor market.

The first step to attaining the advantages of diversity is to teach all employees to understand and value different races, ethnic groups, cultures, languages, religions, sexual orientations, level of physical ability, and family structures.

Suggestions could include any three of the following: 1. Inquire. 2. Show empathy. 3. State your needs or expectations. 4. Educate. 5. Do not polarize people or groups.

The share of the workforce comprised by Asian Americans was 5.3 percent in 2012 and is expected to reach an estimated 6.3 percent by 2022, largely due to immigration. Buying power among Asian Americans increased from $269 billion in 2000, to $718 billion in 2012, to an estimated $1 trillion by 2017. It is propelled by the fact that Asian Americans are better educated than the average American. Fully 50 percent of them ages 25 and over have a bachelor’s degree or higher, compared with 28 percent of the total population. Thus, many hold top jobs, and the increasing number of successful Asian entrepreneurs also helps to increase the group’s buying power.

Over the past 30 years, women have raised their expectations and levels of aspiration sharply higher largely because of the following:

1. The women’s movement
2. Landmark civil rights legislation
3. Well-publicized judgments against large companies for gender discrimination in hiring, promotion, and pay