Managing workforce diversity and wellness

1. Chapter Nineteen: Managing Workforce Diversity and Wellness Organization Development & Change Thomas G. Cummings Christopher G. Worley By: Sobia Siddique 1421131

2. Learning Objectives To examine human resources management interventions that address increasing workforce diversity and employee wellness. To understand how OD efforts can enhance traditional human resource approaches to these issues.

3. WORKFORCE DIVERSITY “ Workforce diversity is a workforce consisting of a broad mix of workers from different racial and ethnic background of different ages and genders, and of different domestic and national cultures.”

4. 4 Dimensions of Diversity Person Race Physical Ability Sexual Orientation Ethnicity Gender Age Primary Dimensions Secondary Dimensions Education Marital Status Parental Status Work Background Income Geographic Location Military Experience Religious Beliefs Primary Dimensions Inborn difference - Have an impact throughout one’s life Secondary Dimensions Acquired or changed throughout one’s lifetime Have less impact – still impact self definition

5. Managing work force diversity Managing workforce diversity is defined as "planning and implementing organizational systems and practices to manage people so that the potential advantages of diversity are maximized while its potential disadvantages are minimized,"  Managing diversity focuses on maximizing the ability of all employees to contribute to organizational goals. Create & maintain a positive work environment. 

6. A Framework for Managing Diversity External Pressures Internal Pressures Management’s Perspectives & Priorities Strategic Responses Implementation

7. STRATEGIC RESPONSES FOR MANAGING DIVERSITY AND THEIR IMPLEMENTATION Deny an assignment to an employee because a client might object to the employee’s nationality, race, gender, age, etc. Choose geographic locations for the business which avoid diversity / where the local workforce does not contain protected classes Pilot an employee network conference that engages employees and their managers in reciprocal learning activities Different business units continually share information about their diversity successes and failures, then adapt and integrate them into their businesses Strategic responses for managing diversity Proactive to Reactive Episodic approach Systemic approach Low Pressure High Pressure Source : Dass & Parker (1999)

8. 18- 8 Age Diversity Trends Median age up Distribution of ages changing Implications & Needs Health care Mobility Interventions Wellness programs Work design Career development and planning Reward systems

9. 18- 9 Gender Diversity Trends Percentage of women in work force increasing Dual-income families increasing Implications & Needs Child care Maternity/paternity leaves Interventions Work design Fringe benefit rewards

10. 18- 10 Disability Diversity Trends The number of people with disabilities entering the work force is increasing Implications & Needs Job skills and challenge Physical space design Respect and dignity Interventions Work design Performance management Career planning and development

11. 18- 11 Culture and Values Diversity Trends Rising proportion of immigrant and minority-group workers Implications & Needs Flexible organizational policies Autonomy Affirmation and respect Interventions Career planning and development Employee involvement Reward systems

12. 18- 12 Race / Ethnicity Diversity Trends Minorities represent large segments of workforce and a small segment of top management/senior executives Qualifications and experience of minority employees is often overlooked Implications & Needs Discrimination Interventions Equal employment opportunities Education and training

13. Employee stress & wellness intervention Stress : refers to the reaction of people to their environment. It can be positive or negative. Wellness: the various life/non work satisfaction enjoyed by individuals, work /job related satisfaction and general health. Management concern for stress management is growing in organization.

14. Stress impacts… Stress coping Skills Well being Well being Overall Employee Health – Insurance Costs Productivity Levels Absenteeism Morale Engagement Focus

15. Intervention Diagnosis stress and being aware of its causes. Alleviating and coping with stress to improve wellness.

16. diagnosing methods Charting stressors (figure) Identify source of stress Measure individual difference Measure stress consequences Health profiling

17. Workplace Stressors Physical Environment Individual: role conflict and ambiguity, lack of control Group: poor peer, subordinate or boss, relationships Organizational: poor design, HR policies, politics Stress How the individual perceives the occupational stressors Consequences Subjective: anxiety, apathy Behavioral: alcoholism, drug and accident abuse Cognitive: poor focus, burnout Physiological: high blood pressure and pulse Organizational: low productivity, absenteeism Individual Differences Cognitive/Affective: Type A or B, social support, negative affectivity Biologic/Demographic: Age, gender, occupation, race A Model of Diagnosis & Intervention

18. Alleviating and coping with stress to improve wellness Role clarification Supportive relationship Work leaves Health facilities Employee assistance program