Human resource 1e by denisi griffin chapter 07

28 154 0
Human resource 1e by denisi griffin chapter 07

Đang tải... (xem toàn văn)

Tài liệu hạn chế xem trước, để xem đầy đủ mời bạn chọn Tải xuống

Thông tin tài liệu

© © 2012 2012 South-Western, South-Western, Cengage Cengage Learning, Learning, Inc Inc All All rights rights reserved reserved Prepared Prepared by by Joseph Joseph B B Mosca, Mosca, Monmouth Monmouth University University and and Marla Marla M M Kameny, Kameny, Baton Baton Rouge Rouge Community Community College College PowerPoint PowerPoint Presentation Presentation Design Design by by Charlie Charlie Cook Cook The The University University of of West West Alabama Alabama Learning Objectives After studying this chapter, you should be able to: Discuss the nature of diversity and distinguish between diversity management and equal employment opportunity Identify and describe the major dimensions of diversity in organizations Discuss the primary impact of diversity on organizations Describe individual and organizational strategies and approaches to coping with diversity and discuss the multicultural organization Discuss the basic issues in managing the knowledge function in organizations Relate human resource management to social issues © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–2 Workforce Diversity Diversity exists in a group or organization when its members differ from one another along one or more important dimensions © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–3 The Nature of Workforce Diversity Trends Trends in in Workforce Workforce Diversity Diversity Changing Changing demographics demographics in in the the labor labor force force Employment Employment legislation legislation and and legal legal actions actions © 2012 South-Western, Cengage Learning, Inc All rights reserved Increasing Increasing globalization globalization of of business business 8–4 Diversity Management versus Equal Employment Opportunity • Equal Employment Opportunity • Diversity Management  Treating people fairly  Recognizing and and equitably  Taking actions that not discriminate on the basis of some illegal criterion appreciating differences among people at work  Accommodating differences to the extent that is feasible and possible © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–5 Immigration Trends into the United States © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–6 Similarities Among People at Work Most Most People People Have Have aa fundamental fundamental and and basic basic desire desire to to be be treated treated with with respect respect and and dignity dignity by by their their employer employer Have Have aa capacity capacity for for being being reasonable reasonable and and understanding understanding when when confronted confronted with with reasonable reasonable behavior behavior by by others others © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–7 Identical Treatment Versus Equitable Treatment • Employers should be aware that:  Employees of different beliefs and faiths desire different religious holidays  Men have greater muscle mass than women and therefore can lift heavier weights  Women bear children; they may need longer periods of time off after childbirth © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–8 Dimensions of Diversity Common Common Aspects Aspects of of Workforce Workforce Diversity Diversity Age Age Gender Gender © 2012 South-Western, Cengage Learning, Inc All rights reserved Disability Disability Ethnicity Ethnicity 8–9 Diversity in Age Distributions • Average age of the U.S workforce is gradually increasing • Declining birth rates among post-babyboomers account for smaller percentages of new entrants into the labor force • More people are working beyond the age at which they might have retired just a few years ago © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–10 Other Dimensions of Diversity • Single parents • Dual-career couples • Gays and lesbians • People with special dietary preferences (e.g., vegetarians) • People with different political or religious ideologies © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–14 Diversity and Social Change • Diversity in organizations both facilitates and is facilitated by social change in the environment  Organizations affect social change through the images they use to promote themselves and their products  Organizations that use diverse groups as representatives convey a message of their sensitivity toward diversity © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–15 Diversity and Competitiveness © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–16 Diversity and Conflict • Conflict can arise when an individual thinks that someone has been hired, promoted, or fired because of their diversity status • Diversity that is misunderstood, misinterpreted, or that causes inappropriate interactions between people of different groups can promote conflict © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–17 The Bottom Line on Diversity • Diversity leads to positive outcomes such as better firm performance  When a firm reaches true diversity, subgroup conflict dynamics disappear as everyone begins to view themselves as members of the same organization © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–18 Managing Diversity in Organizations Individual Individual Strategies Strategies for for Dealing Dealing with with Diversity Diversity Understandin Understandin gg Empathy Empathy © 2012 South-Western, Cengage Learning, Inc All rights reserved Tolerance Tolerance Communicati Communicati on on 8–19 Organizational Strategies and Diversity Organizations Organizationsadopt adoptthem thembecause becausethey they Organizational Organizational directly or indirectly affect how people directly or indirectly affect how people policies policies are aretreated treated Organizational Organizational practices practices Diversity Diversitycan canbe bemanaged managedmore more effectively effectivelyby byfollowing followingpractices practicesand and procedures proceduresbased basedon onflexibility flexibilityrather rather than thanrigidity rigidity © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–20 Diversity Training Training specifically designed to enable members of an organization to function better in a diverse workplace © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–21 Beyond the Class: Another Example of Diversity • Long Distance Marriages  The military is not the only career affected by long distance marriages! © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–22 The Multicultural Organization • Has achieved high levels of diversity • Can capitalize fully on the advantages of the diversity • Has few diversity-related problems © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–23 The Multicultural Organization © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–24 Managing Knowledge • Organizational Memory  The collective, institutional record of past events • Organizational Learning  The process by which an organization “learns” from past mistakes and adapts to its environment © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–25 Knowledge Workers • Employees who add value because of what they know and are compensated accordingly © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–26 Social Issues and Human Resource Management © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–27 Social Responsibility and Social Entrepreneurship Corporate Corporate Social Social Responsibility Responsibility Responsible Responsible Transparent Transparent © 2012 South-Western, Cengage Learning, Inc All rights reserved Accountable Accountable Sustainable Sustainable 8–28 ... organization Discuss the basic issues in managing the knowledge function in organizations Relate human resource management to social issues © 2012 South-Western, Cengage Learning, Inc All rights reserved... basic desire desire to to be be treated treated with with respect respect and and dignity dignity by by their their employer employer Have Have aa capacity capacity for for being being reasonable... understanding when when confronted confronted with with reasonable reasonable behavior behavior by by others others © 2012 South-Western, Cengage Learning, Inc All rights reserved 8–7 Identical

Ngày đăng: 27/02/2018, 08:40

Mục lục

  • Slide 1

  • Slide 2

  • Workforce Diversity

  • Slide 4

  • Diversity Management versus Equal Employment Opportunity

  • Slide 6

  • Slide 7

  • Identical Treatment Versus Equitable Treatment

  • Slide 9

  • Diversity in Age Distributions

  • Slide 11

  • Slide 12

  • Slide 13

  • Other Dimensions of Diversity

  • Diversity and Social Change

  • Slide 16

  • Diversity and Conflict

  • The Bottom Line on Diversity

  • Slide 19

  • Organizational Strategies and Diversity

  • Slide 21

  • Slide 22

  • The Multicultural Organization

  • Slide 24

  • Managing Knowledge

  • Knowledge Workers

  • Slide 27

  • Social Responsibility and Social Entrepreneurship

Tài liệu cùng người dùng

  • Đang cập nhật ...

Tài liệu liên quan