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HRD in a Culturally Diverse
Environment
Chapter 14
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 1
Questions to Consider - 1
1. What is the current status of women
and people of color in the U.S.
workforce?
2. Is there a “glass ceiling” that limits
the advancement of women and
people of color in U.S.
organizations?
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 2
Questions to Consider - 2
3. How do equal employment
opportunity, affirmative action, and
managing diversity differ?
4. How effective are the diversity
training programs that are used by
organizations?
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 3
Questions to Consider - 3
5. What can organizations do to better
prepare their employees to deal with
cross-cultural issues, especially if
they are sent to work in another
country?
6. What types of HRD programs can
organizations use to develop and
promote a more culturally diverse
workforce?
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 4
Workforce Diversity
Increased attention to recruiting, hiring, and
developing a more diverse workforce.
Greatest amount of attention has been paid to
racial and gender diversity.
Other forms of diversity are increasingly being
considered:
Nationality
Language
Ability/Disability
Religion
Lifestyle
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 5
Organizational Culture
Definition:
“A set of shared values, beliefs,
norms, artifacts and patterns of
behavior that are used as a frame of
reference for the way one looks at,
attempts to understand, and works
within an organization.”
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 6
Organizational Culture and
Workforce Diversity
What is the impact of increasing workforce
diversity on organizational culture?
People from diverse cultures (or
subcultures) often possess different
assumptions, values, beliefs and
experiences.
What can be gained from this richness of
experience?
What are the potential problems with such
diversity?
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 7
Labor Market Changes and
Discrimination
Two main forms of discrimination:
Access discrimination
– Jobs are unavailable (or less available) to
people with certain characteristics or
backgrounds.
Treatment discrimination
– People are treated differently after they
are hired (e.g., in the training or
promotion opportunities available).
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 8
Labor Market Changes and
Discrimination
Treatment discrimination against women in
organizations
Promotion
Pay
Sexual Harassment
What evidence is there of progress in these
areas?
Where are there still significant disparities or
problems?
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 9
Labor Market Changes and
Discrimination
Sexual harassment
Unwanted sexual comments or behavior
at work.
Two main forms:
Quid pro quo
Hostile work environment
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 10
Labor Market Changes and
Discrimination
Treatment discrimination against
minorities in organizations
Promotion
Racial Harassment
What evidence is there of progress in
these areas?
Where are there still large disparities or
problems?
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 11
Labor Market Changes and
Discrimination
Equal Employment Opportunity (EEO)
Title VII of the 1964 Civil Rights Act and other
federal laws make it generally unlawful for
employers to make decisions based on:
Race
Color
Sex
National origin
Age
Disability/Handicap
Veteran’s Status
Pregnancy
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 12
Labor Market Changes and
Discrimination
Equal Employment Opportunity
Monitored by the Equal Employment
Opportunity Commission (EEOC).
Federal Civil Rights laws cover:
All races
All colors
Both genders
Glass ceiling – An invisible but impenetrable
boundary preventing women and minorities
from advancing to senior management levels.
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 13
Adapting to Demographic
Changes
Affirmative Action Programs
Initiated in 1965 by Executive Order 11246.
Focus on government agencies and contractors.
Monitored by the Office of Federal Contract
Compliance Programs (OFCCP).
Promotes efforts “to bring members of
underrepresented groups… into a higher degree
of participation in some beneficial program.”
Most often targeted at women and minorities.
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 14
Adapting to Demographic
Changes
Steps to meet Affirmative Action (AA)
requirements:
Written policy statement on EEO/AA.
Designated AA officer.
Publicized EEO/AA policy statement.
Labor market analysis.
Goals and timetables established for any
underrepresented group.
Specific programs to achieve these goals.
Internal reporting system.
Internal and external support systems for AA.
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 15
Adapting to Demographic
Changes
Why is Affirmative Action such a volatile
topic in the U.S.?
What is happening in the courts and in State
legislation that is impacting affirmative
action?
How effective have affirmative action efforts
been in promoting racial and gender
diversity in the U.S. workforce?
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 16
Adapting to Demographic
Changes
Valuing differences and diversity training
Creating an environment where “each
person’s cultural differences are
respected” (Walker).
Basis for much of the diversity training
conducted since 1980.
Goal: to make employees aware of their
attitudes towards others, and increase
their understanding and acceptance of
others.
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 17
Adapting to Demographic
Changes
Effectiveness of diversity training
programs:
Anecdotal evidence of increasing
awareness from “valuing differences”
approach.
Concern for lack of tangible outcomes
from this approach, plus charges that it is
too often driven by a “political” agenda.
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 18
Adapting to Demographic
Changes
Managing diversity:
“A comprehensive managerial process
for developing an organizational culture
that works for all employees” (Thomas).
Seeks to “create a level playing field for
all employees without regard to cultural
distinction.”
Goes beyond affirmative action or
valuing diversity.
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 19
Comparing Affirmative Action
and Diversity Management
Affirmative Action Diversity Management
Reactive, based on Proactive
law/moral basis
Not directly linked
Emphasizes building
to team building diverse teams
Emphasizes women Inclusive
and people of color
Emphasizes
Diversity internally
employees and externally
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 20
Adapting to Demographic
Changes
Requirements for managing diversity:
A long-term commitment to change.
Substantive changes in the organizational
culture.
A modified definition of the leadership
and management roles.
Both individual and organizational
adaptation.
Structural changes. (Ivancevich & Gilbert, 2000)
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 21
Adapting to Demographic
Changes
Effectiveness of managing diversity
approaches:
Anecdotal evidence of success using this
approach.
Lack of strong empirical evidence for
overall effectiveness.
Must ensure that efforts are strategic,
proactive, and grounded in solid
empirical and theoretical research.
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 22
Cross-Cultural Education and
Training Programs
Impact of globalization: numerous
employees sent on expatriate assignments.
Common elements of cross-cultural training:
Raise awareness of cultural differences.
Focus on ways that attitudes are shaped.
Provide factual information about each culture.
Build skills (e.g., language, non-verbal
communication, stress management, and
adjustment skills).
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 23
HRD Programs for Culturally
Diverse Employees
Existing HRD programs can be used to
promote cultural diversity:
Socialization and orientation
Career development
Mentoring women and minorities
Sexual and racial harassment training
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 24
Some Concluding Thoughts on
HRD and Cultural Diversity - 1
1. The past forty years have seen real
progress in promoting cultural
diversity in the U.S. workforce.
2. However, this progress has occurred
very slowly, and there is still a long
way to go.
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 25
Some Concluding Thoughts on
HRD and Cultural Diversity - 2
3. Legal efforts (EEO, AA) have had
some impact.
4. Efforts based on moral imperatives
(“The right thing to do,” AA, diversity
training) have had some impact.
5. Efforts based on economic arguments
(diversity management) have had
some impact.
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 26
Summary
Managing a culturally diverse workforce
requires a long-term, integrated effort.
Success is most likely with:
Top management commitment.
An inclusive view of diversity.
Actions based on a combination of legal, moral,
and economic arguments.
Coordinated HRD efforts that promote diversity.
Diversity defines our world. How will you
respond?
DeSimone et al. (2002) HRD3e
8/8/2012 CH15 27
