People Management
Chapter 4
Workforce diversity ways in which people in an organization are different from
and similar to one another
Surface-level diversity easily perceived differences that may trigger certain
stereotypes but that do not necessarily reflect the ways people think or feel
Deep-level diversity differences in values, personality and work preferences
Benefits of workforce diversity
People management better use of employee talent, increased quality of team
problem-solving efforts & ability to attract and retrain employees of diverse
backgrounds
Organizational performance reduced costs associated with high turnover,
absenteeism and lawsuits, enhanced problem-solving ability, improved system
flexibility
Strategic increased understanding of the marketplace which improves ability to
better market to diverse consumers, potential to improve sales growth and increase
market share, viewed as moral and ethical “right” thing to do
Types of diversity
Age aging population, baby boomers, generation X and generation Y
Gender male & female. Women tend to be more agree-able and willing to conform
to authority while men are more aggressive and more likely to have expectations of
success. Women tend to use a broader, more effective range of leadership style to
motivate and engage people. Men are more directive, authoritative and lead by
example while women are more nurturing, inclusive and collaborative
Race & Ethnicity race (biological heritage (including skin color & associated traits)
that people use to identify themselves. Ethnicity, social traits (cultural background or
allegiance) that are shared by a human population
Disabilities/Abilities employers are required to make reasonable accommodations
so their workplace are accessible and enable them to effectively perform their jobs
True: absentee rates for sick time are virtually equal between employees with
and without disabilities. Many individuals with disabilities have great
problem-solving skills from creative ways to perform tasks. Works with
disabilities have the same obligations and rights as far as job performance.
Most workers with disability require no accommodation
,Religion religious beliefs can prohibit or encourage work behavior. Religion and
religious beliefs can generate misperception and negative feeling.
GLBT (Sexual orientation & gender identity) managers need to look at how best to
meet the needs of their GLBT employees. They need to respond to employees
concerns while also creating a safe and productive work environment for all
Other dealing with social class and income related factors, team members from
different functional areas or organizations.
Bias a preference or preference toward a particular perspective or ideology
Prejudice pre-conceived belief, opinion or judgment toward a person or a group
Stereotyping judging a person based on a perception of a group to which that
person belongs
Discrimination when someone acts out their prejudicial attitude toward people
who are the targets of their prejudice
Discriminatory policies or practices: action taken by representatives of the
organization that deny equal opportunity to perform or unequal rewards for
performances
Sexual harassment: unwanted sexual advances and other verbal or physical
conduct of a sexual nature that create a hostile or offensive work environment
Intimidation: overt threats or bullying directed at members of specific groups
of employees
Mockery and insults: jokes or negative stereotypes; sometimes the result of
jokes taken too fare
Exclusion: exclusion of certain people from job opportunities or social events,
discussions or informal mentoring; can occur intentionally
Incivility: disrespectful treatment, including behaving in an aggressive
manner, interrupting the person or ignoring his/her opinions
Glass ceiling invisible barrier that separates women and minorities from top
management positions
Mentoring process whereby an experienced organizational member (mentor)
provides advice and guidance to a less experienced member (protégé). Mentors
usually provide 2 unique forms of mentoring functions; career development & social
support
Diversity skills training specialized training to educate employees about the
importance of diversity and teach them skills for working in a diverse workplace.
People learn specific skills on how to communicate and work effectively in a diverse
work environment
, Employee resource groups (employee networks or affinity groups) groups made up
of employees connected by some common dimension of diversity. Typically formed
by the employees themselves
Diversity awareness training employees are made aware of the assumptions and
biases they may have
Chapter 13
HRM is important for 3 reasons
It can be a significant source of competitive advantage
It is an important part of organizational strategies
The way organizations treat their people has been found to significantly impact
organizational performance
High-performance work practices work practices that lead to both high individual
and high organizational performance
Entire HRM process is influenced by the external environment. Those factors most
directly influencing it include the economy, employee labor unions, governmental
laws and regulations and demographic trends
Labor unions organization that represents workers and seeks to protect their
interests through collective bargaining
Affirmative action organizational programs that enhance the status of members of
protected groups
Work council groups of nominated or elected employees who must be consulted
when management makes decisions involving personnel
Board representatives employees who sit on a company’s board of directors and
represent the interests of the firm’s employees
Human resource planning ensuring that the organization has the right number
and kinds of capable people in the right places and at the right times
Job analysis assessment that defines jobs and the behaviors necessary to perform
them
Job description (position description) written statement that describes a job
Job specifications written statement if the minimum qualifications a person must
possess to perform a given job successfully
Recruitment locating, identifying and attracting capable applicants
Chapter 4
Workforce diversity ways in which people in an organization are different from
and similar to one another
Surface-level diversity easily perceived differences that may trigger certain
stereotypes but that do not necessarily reflect the ways people think or feel
Deep-level diversity differences in values, personality and work preferences
Benefits of workforce diversity
People management better use of employee talent, increased quality of team
problem-solving efforts & ability to attract and retrain employees of diverse
backgrounds
Organizational performance reduced costs associated with high turnover,
absenteeism and lawsuits, enhanced problem-solving ability, improved system
flexibility
Strategic increased understanding of the marketplace which improves ability to
better market to diverse consumers, potential to improve sales growth and increase
market share, viewed as moral and ethical “right” thing to do
Types of diversity
Age aging population, baby boomers, generation X and generation Y
Gender male & female. Women tend to be more agree-able and willing to conform
to authority while men are more aggressive and more likely to have expectations of
success. Women tend to use a broader, more effective range of leadership style to
motivate and engage people. Men are more directive, authoritative and lead by
example while women are more nurturing, inclusive and collaborative
Race & Ethnicity race (biological heritage (including skin color & associated traits)
that people use to identify themselves. Ethnicity, social traits (cultural background or
allegiance) that are shared by a human population
Disabilities/Abilities employers are required to make reasonable accommodations
so their workplace are accessible and enable them to effectively perform their jobs
True: absentee rates for sick time are virtually equal between employees with
and without disabilities. Many individuals with disabilities have great
problem-solving skills from creative ways to perform tasks. Works with
disabilities have the same obligations and rights as far as job performance.
Most workers with disability require no accommodation
,Religion religious beliefs can prohibit or encourage work behavior. Religion and
religious beliefs can generate misperception and negative feeling.
GLBT (Sexual orientation & gender identity) managers need to look at how best to
meet the needs of their GLBT employees. They need to respond to employees
concerns while also creating a safe and productive work environment for all
Other dealing with social class and income related factors, team members from
different functional areas or organizations.
Bias a preference or preference toward a particular perspective or ideology
Prejudice pre-conceived belief, opinion or judgment toward a person or a group
Stereotyping judging a person based on a perception of a group to which that
person belongs
Discrimination when someone acts out their prejudicial attitude toward people
who are the targets of their prejudice
Discriminatory policies or practices: action taken by representatives of the
organization that deny equal opportunity to perform or unequal rewards for
performances
Sexual harassment: unwanted sexual advances and other verbal or physical
conduct of a sexual nature that create a hostile or offensive work environment
Intimidation: overt threats or bullying directed at members of specific groups
of employees
Mockery and insults: jokes or negative stereotypes; sometimes the result of
jokes taken too fare
Exclusion: exclusion of certain people from job opportunities or social events,
discussions or informal mentoring; can occur intentionally
Incivility: disrespectful treatment, including behaving in an aggressive
manner, interrupting the person or ignoring his/her opinions
Glass ceiling invisible barrier that separates women and minorities from top
management positions
Mentoring process whereby an experienced organizational member (mentor)
provides advice and guidance to a less experienced member (protégé). Mentors
usually provide 2 unique forms of mentoring functions; career development & social
support
Diversity skills training specialized training to educate employees about the
importance of diversity and teach them skills for working in a diverse workplace.
People learn specific skills on how to communicate and work effectively in a diverse
work environment
, Employee resource groups (employee networks or affinity groups) groups made up
of employees connected by some common dimension of diversity. Typically formed
by the employees themselves
Diversity awareness training employees are made aware of the assumptions and
biases they may have
Chapter 13
HRM is important for 3 reasons
It can be a significant source of competitive advantage
It is an important part of organizational strategies
The way organizations treat their people has been found to significantly impact
organizational performance
High-performance work practices work practices that lead to both high individual
and high organizational performance
Entire HRM process is influenced by the external environment. Those factors most
directly influencing it include the economy, employee labor unions, governmental
laws and regulations and demographic trends
Labor unions organization that represents workers and seeks to protect their
interests through collective bargaining
Affirmative action organizational programs that enhance the status of members of
protected groups
Work council groups of nominated or elected employees who must be consulted
when management makes decisions involving personnel
Board representatives employees who sit on a company’s board of directors and
represent the interests of the firm’s employees
Human resource planning ensuring that the organization has the right number
and kinds of capable people in the right places and at the right times
Job analysis assessment that defines jobs and the behaviors necessary to perform
them
Job description (position description) written statement that describes a job
Job specifications written statement if the minimum qualifications a person must
possess to perform a given job successfully
Recruitment locating, identifying and attracting capable applicants
