管理学（第16版）课件 第5章 多样性、公平性与包容性

ManagementSixteenthEditionChapter5Diversity,Equity,andInclusionCopyright©2025,2021,2018PearsonEducation,Inc.AllRightsReservedLearningObjectives5.1Defineworkplace

diversity,equity,andinclusionandexplainwhymanagingthemissoimportant.5.2Describethe

changingmakeupofworkplacesintheUnitedStatesandaroundtheworld.5.3Explainthe

differenttypesofdiversityfoundinworkplaces.5.4Discussthe

challengesmanagersfaceinmanagingdiversity,equity,andinclusion.5.5Describevariousworkplacediversity,equity,andinclusioninitiatives.WhatAreDiversity,Equity,andInclusionintheWorkplace?Workplacediversity:thewaysinwhichpeopleinanorganizationaredifferentfromandsimilartooneanother.Noticethatourdefinitionfocusesnotonlyonthedifferencesbutalsothesimilaritiesofemployees.Thisrecognizesthatmanagersandorganizationsshouldviewemployeesashavingqualitiesincommonaswellasdifferencesthatseparatethem.Exhibit5-1TimelineoftheEvolutionofWorkforceDiversity(1of2)TimeframeEvents1960sto1970sFocusoncomplyingwithlawsandregulations:TitleVIIofCivilRightsAct;EqualEmploymentOpportunityCommission;affirmativeactionpoliciesandprogramsEarly1980sFocusonassimilatingminoritiesandwomenintocorporatesetting:Corporateprogramsdevelopedtohelpimproveself-confidenceandqualificationsofdiverseindividualssotheycan“fitin”Late1980sConceptofworkforcediversityexpandedfromcompliancetoanissueofbusinesssurvival:PublicationofWorkforce2000openedbusinessleaders’eyesaboutthefuturecompositionofworkforce—thatis,morediverse;firstuseoftermworkforcediversity1990sto2000Companiesrampupdiversityhiringpractices:

Consumerbrandsbeganrealizingthevalueofadiverseworkforcethatmirrorscustomers.WiththepassageoftheAmericanswithDisabilitiesAct,thedefinitionofdiversitycontinuedtoevolve.Ascompaniesworkedtomanageadiverseworkforce,academicresearchstartedtoexploreinclusion.Exhibit5-1illustratesahistoricaloverviewofhowtheconceptandmeaningofworkforcediversityhasevolved.Exhibit5-1TimelineoftheEvolutionofWorkforceDiversity(2of2)TimeframeEvents2000to2015Focusoninclusion:Organizationaleffortsfocusedonadvancingthediverseworkforce,workingtoeliminatebarrierstopromotions,andcreatingmoreinclusiveworkenvironments2015to2020Focusonequity:Spurredbymovementsforgender-basedequalpay,equityisaddedasafocusforcompanies2020forwardIncreasedcommitmentandcomplexity:SocialpressuresleadtoagrowthinworkplaceDEIinitiatives.TheSupremeCourtaddslegalprotectionsforLGBTQ+workers,butthenrollsbackAffirmativeActioninhighereducation,highlightingtheexplicittieofDEIeffortstogovernmentandincreasingthepoliticalizationofDEIinitiatives.Exhibit5-1illustratesahistoricaloverviewofhowtheconceptandmeaningofworkforcediversityhasevolved.TypesofDiversitySurface-leveldiversity:Easilyperceiveddifferencesthatmaytriggercertainstereotypes,butthatdonotnecessarilyreflectthewayspeoplethinkorfeelDeep-leveldiversity:Differencesinvalues,personality,andworkpreferencesEquityandInclusionEquity:ApproachtoaddressinguniquecircumstancestocreateequaloutcomesoropportunitiesInclusion:Creatingawelcoming,affirming,andrespectfulworkplaceBenefitsofaDiverse,Equitable,andInclusiveWorkplacePeoplemanagementOrganizationalperformanceStrategicExhibit5-2BenefitsofWorkforceDiversityPeopleManagementBetteruseofemployeetalentIncreasedcreativityinteamproblem-solvingAbilitytoattractandretainemployeesofdiversebackgroundsOrganizationalPerformanceReducedcostsassociatedwithhighturnover,absenteeism,andlawsuitsEnhancedproblem-solvingabilityImprovedsystemflexibilityStrategicIncreasedunderstandingofthemarketplace,whichimprovesabilitytobettermarkettodiverseconsumersPotentialtoimprovesalesgrowthandincreasemarketsharePotentialsourceofcompetitiveadvantagebecauseofimprovedinnovationeffortsViewedasmoralandethical;the“right”thingtodoTheChangingWorkplace:CharacteristicsoftheU.S.PopulationTotalpopulationoftheUnitedStatesRacial/ethnicgroupsAgingpopulationExhibit5-3ChangingPopulationMakeupoftheUnitedStatesGroup20222060Foreign-born13.6%19%Racial/ethnicgroupsBlankBlankWhite*58.9%44.3%HispanicorLatino19.1%27.5%Black*13.6%15%Asian*6.3%9.1%AmericanIndian/AlaskaNative1.3%1.4%Twoormoreraces3.0%6.2%*Non-HispanicWhatAboutGlobalWorkforceChanges?AccordingtoUnitedNationsforecasts,“Theworldisinthemidstofanepochaldemographicshiftthatwillreshapesocieties,economies,andmarketsoverthenextcentury.”Thesetwotrendsare:TotalworldpopulationcontinuestogrowAgingpopulationExhibit5-4TypesofDiversityFoundinWorkplacesExhibit5-4showsseveraltypesofworkplacediversity.WorkforceDiversity:AgeandGenderAge:BothTitleVIIoftheCivilRightsActof1964andtheAgeDiscriminationinEmploymentActof1967prohibitagediscriminationGender:Women(47percent)andmen(53percent)noweachmakeupalmosthalfoftheworkforceWorkforceDiversity:RaceandEthnicityRace:thebiologicalheritage(includingskincolorandassociatedtraits)thatpeopleusetoidentifythemselvesEthnicity:socialtraits(suchasculturalbackgroundorallegiance)thataresharedbyahumanpopulationWorkforceDiversity:Disability/AbilitiesandReligionDisability/abilities:theAmericansWithDisabilitiesActof1990prohibitsdiscriminationagainstpersonswithdisabilities.Religion:TitleVIIoftheCivilRightsActprohibitsdiscriminationonthebasisofreligionExhibit5-5Employers’FearsAboutDisabledWorkersExhibit5-5describessomeofemployers’unfoundedfearsabouthiringdisabledworkers.LGBTQ+:SexualOrientationandGenderIdentityLGBTQ+:intwoseparateU.S.SupremeCourtcases,thejusticesheldthattransgendered(genderidentity)andlesbian,bisexual,andgay(sexualorientation)individualswereprotectedunderTitleVII’sprohibitionagainstsexualdiscrimination.Approximately7.1percentofAmericanadultsidentifythemselvesasLGBTQ+.WorkforceDiversity:SocioeconomicStatusSomeindividualsinanorganizationmaynothaveaccesstothesameresourcesasotherstoadvancetheircareers,andthisaccessisoftendeterminedbysocioeconomicstatus.Acombinationofsocialandeconomicfactorssuchasamountandkindofeducationattained,typeandprestigeofoccupation,incomelevel,andplaceofresidencydetermineone’spositiononasociety’ssocioeconomicscale.Researchsuggeststhatworkerswhocomefromlower-classsocialoriginsare32percentlesslikelytomakeittothemanagerlevelinacompany.ChallengesinManagingDiversity:PersonalBiasBias:atendencyorpreferencetowardaparticularperspectiveorideologyUnconsciousbias:deeplyengrainedbeliefsaboutothersthatyouarenotawareofbutthatinfluenceyourattitudesandbehaviorPrejudice:apreconceivedbelief,opinion,orjudgmenttowardapersonoragroupofpeopleChallengesinManagingDiversity:StereotypingandDiscriminationStereotyping:judgingapersonbasedonaperceptionofagrouptowhichthatpersonbelongsDiscrimination:whensomeoneactsouttheirprejudicialattitudestowardpeoplewhoarethetargetsoftheirprejudiceExhibit5-6FormsofDiscrimination(1of2)TypesofDiscriminationDefinitionExamplesfromOrganizationsDiscriminatorypoliciesorpracticesActionstakenbyrepresentativesoftheorganizationthatdenyequalopportunitytoperformorunequalrewardsforperformanceOlderworkersmaybetargetedforlayoffsbecausetheyarehighlypaidandhavelucrativebenefits.SexualharassmentUnwantedsexualadvancesandotherverbalorphysicalconductofasexualnaturethatcreateahostileoroffensiveworkenvironmentSalespeopleatonecompanywentoncompany-paidvisitstostripclubs,broughtstrippersintotheofficetocelebratepromotions,andfosteredpervasivesexualrumors.IntimidationOvertthreatsorbullyingdirectedatmembersofspecificgroupsofemployeesAfricanAmericanemployeesatsomecompanieshavefoundnooseshangingovertheirworkstations.Exhibit5-6FormsofDiscrimination(2of2)TypesofDiscriminationDefinitionExamplesfromOrganizationsMockeryandinsultsJokesornegativestereotypes;sometimestheresultofjokestakentoofarArabAmericanshavebeenaskedatworkwhethertheywerecarryingbombsorweremembersofterroristorganizations.ExclusionExclusionofcertainpeoplefromjobopportunities,socialevents,discussions,orinformalmentoring;canoccurunintentionallyManywomeninfinanceclaimtheyareassignedtomarginaljobrolesoraregivenlightworkloadsthatdon’tleadtopromotion.IncivilityDisrespectfultreatment,includingbehavinginanaggressivemanner,interruptingtheperson,orignoringhisorheropinionsFemaleteammembersarefrequentlycutoffinmeetings.GlassCeilingGlassceiling:theinvisiblebarrierthatseparateswomenandminoritiesfromtopmanagementpositionsDecisionmakersinorganizationsneedtoactivelytakestepstoeliminatethisPayInequitiesTheEqualPayActof1963madeitillegaltopaydifferentamountstomenandwomendoingthesameworkHowever,asof2022womenmakeonly91%ofwhatamanmakesinacomparablejobForyoungerwomenthegapissmallerbutyoungerwomenstillmakelessthantheirmalecounterpartsWorkplaceDiversityInitiativesSomebusinessesdoeffectivelymanagediversitySomeorganizationsmandatediversitytrainingeverymonthTherearenumerousdiversityinitiativesthatfirmscanusetoincreasethediversityoftheirworkforceincluding:TopmanagementcommitmenttodiversityMentoringDEItrainingEmployeeresourcegroups(ERG)TopManagementCommitmenttoDiversityTopmanagementcommitmentisprobablythemostimportantfactorinachievingadiverseworkforceManagementneedstointegratediversityintoallaspectsofthefirm’sbusiness,includingallstakeholdersandthesupplychainPoliciesandproceduresshouldbeinplacetoaddressissuesimmediatelyStagesofDEIStrategyMentoringMentoring:aprocesswherebyanexperiencedorganizationalmember(amentor)providesadviceandguidancetoalessexperiencedmember(aprotégé)Mentorsusuallyprovidetwouniqueformsofmentoringfunctions:CareerdevelopmentSocialsupportExhibit5-8:FunctionsofaMentor(1of2)CareerDevelopmentFunctionsLobbiestogettheprotégéchallengingandvisibleassignmentsCoachestheprotégétohelpdeveloptheirskillsandachieveworkobjectivesProvidesexposuretoinfluentialindividualswithintheorganizationAdvisestheprotégéontheorganization’spoliticsProtectstheprotégéfrompossibleriskstotheirreputationSponsorstheprotégébynominatingthemforpotentialadvancesorpromotionsActsasasoundingboardforideastheprotégémightbehesitanttosharewithadirectsupervisorExhibit5-8:FunctionsofaMentor(2of2)SocialSupportFunctions•Counselstheprotégétobolstertheirself-confidence•Sharespersonalexperienceswiththeprotégé•Providesfriendshipandacceptance•ActsasarolemodelDEITrainingDiversity,Equity,andInclusiontraining:specializedtrainingtoeducateemployeesabouttheimportanceofdiversityandtoteachthemskillsforworkinginadiverseworkplaceEmployeeResourceGroupsEmployeeresourcegroups:groupsmadeupofemployeesconnectedbysomecommondimensionofdiversityApproximately90percentofFortune500companiesnowhaveERGsMeasuringandReportingonDEIInitiativesManyorganizationsusemetricstocommunicatetheirDEIworktostakeholdersAIcanhelpcompaniesanalyzedatatouncoveranddiagnoseproblemssuchaspayinequitiesorbarrierstopromotions.ReviewLearningObjective5.1Defineworkplacediversity,equity,andinclusionandexplainwhymanagingitissoimportant.WorkplacediversityisthewaysinwhichpeopleinanorganizationaredifferentfromandsimilartooneanotherWhyit’simportant:PeoplemanagementbenefitsOrganizationalperformancebenefitsStrategicbenefitsReviewLearningObjective5.2DescribethechangingmakeupofworkplacesintheUnitedStatesandaroundtheworld.UnitedStatesTotalincreaseinpopulationChangingcomponentsofracial/ethnicgroupsAnagingpopulationTheworld:TotalworldpopulationAgingofthatpopulationReviewLearningObjective5.3Explainthedifferenttypesofdiversityfoundinworkplaces.Age(olderworkersandyoungerworkers)Gender(maleandfemale)Raceandethnicity(racialandethnicclassifications)Disability/abilities(peoplewithadisability