Chapter 5 – Managing Diverse Employees in a Multicultural Environment
Effective management of diversity and inclusion is not just about hiring diverse employees but about
appreciating and responding appropriately to the needs, attitudes, beliefs, and values that diverse
people bring to an organization. It also means correcting misconceptions about why and how various
kinds of employee groups differ from one another and finding the most effective way to use the skills
and talents of diverse employees.
Diversity - Dissimilarities or differences among people due to age, gender, race, ethnicity, religion,
sexual orientation, socioeconomic background, education, experience, physical appearance,
capabilities/ disabilities, and any other characteristic that is used to distinguish among people.
The Increasing Diversity of the Workforce and the Environment
Reasons for why diversity continues to be a pressing concern:
Strong ethical imperative in many societies that diverse people must receive equal
opportunities and be treated fairly and justly
Effectively managing diversity can improve organizational effectiveness, however, simply
having a diverse workforce may not guarantee higher performance
substantial evidence that diverse individuals continue to experience unfair treatment in the
workplace as a result of biases, stereotypes, and overt discrimination
glass ceiling - A metaphor alluding to the invisible barriers that prevent minorities and
women from being promoted to top corporate positions
Age
The major equal employment opportunity legislation that prohibits discrimination among diverse
groups is summarized below in Table 5.1:
, The aging of the population suggests that managers:
need to be vigilant to ensure that employees are not discriminated against because of age
need to ensure that the policies and procedures they have in place treat all workers fairly,
regardless of their age
effectively managing diversity means employees of diverse ages are able to learn from each other,
work well together, and take advantage of the unique perspective each has to offer.
Gender
Although the gender wage gap has narrowed in recent years, it continues to be an issue, just like the
glass ceiling although research conducted by consulting firms suggests that female executives
outperform their male colleagues in skills such as motivating others, promoting good
communication, turning out high-quality work, and being good listeners.
In a recent analysis women consistently outscored men in 17 of 19 key leadership capabilities,
including taking initiative, driving for results, exhibiting bold leadership, and championing change
within organizations.
Race and Ethnicity
Ethnicity refers to a grouping of people based on some shared characteristic such as national origin,
language, or culture.
Religion
A key issue for managers in religious diversity is recognizing and being aware of different religions
and their beliefs, with particular attention being paid to when religious holidays fall.
When managers acknowledge, respect, and make even small accommodations for religious diversity,
employee loyalty is often enhanced.
Capabilities/Disabilities
The Americans with Disabilities Act (ADA) of 1990 prohibits discrimination against persons with
disabilities and requires that employers make reasonable accommodations to enable these people
to effectively perform their jobs.
Some people with real disabilities warranting workplace accommodations are hesitant to reveal their
disabilities to their employers and claim the accommodations they deserve whilst some employees
abuse the ADA by seeking unnecessary accommodations for disabilities that may or may not exist.
In addressing the challenge of promoting an environment where employees needing
accommodation feel comfortable disclosing their needs managers must educate both themselves
and their employees about the disabilities, as well as the real capabilities, of those who are disabled.
Socioeconomic background
This typically refers to a combination of social class and income-related factors. Socioeconomic
diversity suggests that managers need to be sensitive and responsive to the needs and concerns of
workers who may be less fortunate than themselves in terms of income and financial resources,
child care and elder care options, housing opportunities, and the existence of sources of social and
family support. They should try to give such individuals opportunities to learn, advance, and make
meaningful contributions to their organizations while improving their economic well-being.
Sexual orientation
More and more companies are recognizing the inclusion of LGBTQ employees, affirming their rights
to fair and equal treatment and providing benefits to their partners and/or spouses.
Effective management of diversity and inclusion is not just about hiring diverse employees but about
appreciating and responding appropriately to the needs, attitudes, beliefs, and values that diverse
people bring to an organization. It also means correcting misconceptions about why and how various
kinds of employee groups differ from one another and finding the most effective way to use the skills
and talents of diverse employees.
Diversity - Dissimilarities or differences among people due to age, gender, race, ethnicity, religion,
sexual orientation, socioeconomic background, education, experience, physical appearance,
capabilities/ disabilities, and any other characteristic that is used to distinguish among people.
The Increasing Diversity of the Workforce and the Environment
Reasons for why diversity continues to be a pressing concern:
Strong ethical imperative in many societies that diverse people must receive equal
opportunities and be treated fairly and justly
Effectively managing diversity can improve organizational effectiveness, however, simply
having a diverse workforce may not guarantee higher performance
substantial evidence that diverse individuals continue to experience unfair treatment in the
workplace as a result of biases, stereotypes, and overt discrimination
glass ceiling - A metaphor alluding to the invisible barriers that prevent minorities and
women from being promoted to top corporate positions
Age
The major equal employment opportunity legislation that prohibits discrimination among diverse
groups is summarized below in Table 5.1:
, The aging of the population suggests that managers:
need to be vigilant to ensure that employees are not discriminated against because of age
need to ensure that the policies and procedures they have in place treat all workers fairly,
regardless of their age
effectively managing diversity means employees of diverse ages are able to learn from each other,
work well together, and take advantage of the unique perspective each has to offer.
Gender
Although the gender wage gap has narrowed in recent years, it continues to be an issue, just like the
glass ceiling although research conducted by consulting firms suggests that female executives
outperform their male colleagues in skills such as motivating others, promoting good
communication, turning out high-quality work, and being good listeners.
In a recent analysis women consistently outscored men in 17 of 19 key leadership capabilities,
including taking initiative, driving for results, exhibiting bold leadership, and championing change
within organizations.
Race and Ethnicity
Ethnicity refers to a grouping of people based on some shared characteristic such as national origin,
language, or culture.
Religion
A key issue for managers in religious diversity is recognizing and being aware of different religions
and their beliefs, with particular attention being paid to when religious holidays fall.
When managers acknowledge, respect, and make even small accommodations for religious diversity,
employee loyalty is often enhanced.
Capabilities/Disabilities
The Americans with Disabilities Act (ADA) of 1990 prohibits discrimination against persons with
disabilities and requires that employers make reasonable accommodations to enable these people
to effectively perform their jobs.
Some people with real disabilities warranting workplace accommodations are hesitant to reveal their
disabilities to their employers and claim the accommodations they deserve whilst some employees
abuse the ADA by seeking unnecessary accommodations for disabilities that may or may not exist.
In addressing the challenge of promoting an environment where employees needing
accommodation feel comfortable disclosing their needs managers must educate both themselves
and their employees about the disabilities, as well as the real capabilities, of those who are disabled.
Socioeconomic background
This typically refers to a combination of social class and income-related factors. Socioeconomic
diversity suggests that managers need to be sensitive and responsive to the needs and concerns of
workers who may be less fortunate than themselves in terms of income and financial resources,
child care and elder care options, housing opportunities, and the existence of sources of social and
family support. They should try to give such individuals opportunities to learn, advance, and make
meaningful contributions to their organizations while improving their economic well-being.
Sexual orientation
More and more companies are recognizing the inclusion of LGBTQ employees, affirming their rights
to fair and equal treatment and providing benefits to their partners and/or spouses.
