l2 managing diversity

7/24/2019 L2 Managing Diversity

1/26

November 20,

Managing Human Resources

Week 2

Managing diversity

- Current employment experiences of

socially defined minority groups

- Different approaches to equalities


2/26

November 20,

Current employment experiences of socially

defined minority groups

Women

Racial and ethnic group Disaled people

!lder people

"esian# gay and isexual people


3/26

November 20,

Women

$n %pril to &une 2'() around *+, of omen aged (*to *. ere in ork# an increase from /), in (0+(1

or men the percentage fell to +*, in 2'() from 02,

in (0+(1 3his increase is mainly due to the replacement of full-time 4os ith part-time 4os56 Most omen remain in three occupational groups7

Clerical and secretarial 8+.,9

:ersonal and protective services 8e1g1 catering# caring# cleaning*+,9

;elling occupations 8*),9


4/26

November 20,

Women - :ay differentials

2'(.7 3he gender pay gap in the


5/26

November 20,

Racial and ethnic groups

3he latest ()1) per cent unemployment

rate among non-hites is still almost

doule the figure recorded for hites1


6/26

November 20,


;everal ethnic groups are knon to have a high

proportion of minimum-age orkers#

particularly Bangladeshis# :akistanis and

migrant orkers 8"o :ay Commission# 2'()91 urthermore# income-ased measures of

poverty reveal significantly higher poverty rates

for Bangladeshis# :akistanis and lacks

8including lack %fricans and lack Carieans9


7/26

November 20,


$n the high-visiility orlds of the estalishment#entertainment and sport# there are signs of progress7there are more than four times as many lack and ethnicminority M:s in :arliament as there ere in (00)1 %Muslim oman takes her seat at the cainet tale every3uesday1 %n %frican-orn man is in charge of a 3;('' company1 Black and %sian actors regularly takeleading roles in prime-time 3 series1

3he population has changed since (00)7 then ethnicminorities accounted for /1( per cent in ngland and

Wales5 the latest figure is ?1+ per cent1 2.th;ept 2'(.

;ource7 3he $ndependent 2.th;ept 2'(.


8/26

November 20,


Eoever# lack men and omen in their

early tenties are tice as likely to e not

in employment# education or training as

hite people

3here is no shortage of ethnic minority

undergraduates7 nearly one in five in

2'('# an increase of almost a third since(00.1


9/26

November 20,


Discriminatory orkplace practices have

een reported to contriute to the

self-Fdeselection> of ethnic minority omen

from the 4os market

8Gao4un "i# cited in %ll :arty :arliamentary

Hroup on Race and Community# 2'(291


10/26

November 20,

Managers

%ccording to the 2'(( census# one in nine

8('10,9 of the employed orkforce 8in

ngland and Wales9 is a IManager# director or

senior official3ypical Manager7

manager is 4ust under .*# is more male than

female# and predominately hite# ut over thelast eight years has got slightly older# more

female# less hite and a it etter qualifiedJ


11/26

November 20,

Managers

3he non-manager orkforce splits almostexactly /'7/' male and female 8/'1(, male#.010, female95

y comparison# */1(, of managers are maleand ).10, are female1

3he proportion of KnonhiteL managers hasincreased from .1), in 2''. to +1., in 2'(2

3his represents a ma4or challenge to employers#in revieing their recruitment# promotion andcareer development strategies


12/26

November 20,

Disaled :eople

3here are aout (' million disaled people in Hreat Britain ho arecovered y the Disaility Discrimination %ct1 3his represents around(?, of the population1

3here are over *10 million disaled people ho are of orking age#representing nearly one in five people of orking age in Hreat

Britain1 Many people think that people are usually disaled from childhood1$n fact# most people ho have a disaility or a health conditiondevelop it in later life1

+?, of disaled people acquire their impairment aged (* or older1 2, of the


13/26

November 20,

Disaled :eople

Research from the E; has found that

disaled employees are7

%s productive as their colleagues

Eave less time off sick

;tay longer in their 4os

Eave feer ork accidents


14/26

November 20,

!lder Workers

3he working population is getting older -employers ill have more older orkers torecruit and manage and feer younger orkers1

3here are currently 2' million people aged /'and over in the


15/26

November 20,

!lder people

% survey of /'' British residents eteen /' and *0

years of age found that ?/, elieved that employers

discriminate against older orkers5

- Df 8(0009

Discriminations are likely to occur in relation to

recruitment# selecting staff for promotion#

redundancy# training and deciding the age of

retirement5

-3orrington 82''29


16/26

November 20,

"esian# gay and isexual people

Difficult to descrie

.. , of the ..' gay# lesian and isexual

respondents mentioned they had experienced

discrimination due to their sexuality

-3rades


17/26

November 20,

Different approaches to equality

qual opportunities approach

6 ;eeking to influence ehaviour through legislation so thatdiscrimination is prevented

Management of diversity approach

6 ocusing on individuals rather than groups and encouraging theimprovement of opportunities for all individuals and not 4ust those inminority groups

-3orrington 82''29


18/26

November 20,

:rolems ith equal opportunities approach

%ssumption7 equality of outcome ill e achieved if fairprocedures are used and monitored

3he approach alienated large sections of the orkforce ho feltthat there as no enefit for themselves

qual opportunities results in the loering of entry standards

3he approach creates divisions in the orkforce

F3raditional equal opportunities strategies encourage a vie that

omen have a prolem and need help>1

-3orrington 82''29


19/26

November 20,

:rolems ith equal opportunities approach

$n general#

6 3he approach is regarded as simplistic5

6%ttempting to treat the symptoms rather than the

causes of unfair discrimination

-3orrington 82''29


20/26

November 20,


FManaging diversity is aout the realisation of

the potential of all employeescertain group

ased equal opportunities policies need to e

seriously questioned# in particular positive

action and targets>

- =andola and ullertoon 8(00.9


21/26

November 20,


F3he challenge of meeting the needs of a

culturally diverse orkforce and of sensitising

orkers and managers to differences

associated ith gender# race# age and

nationality in an attempt to maximise the

potential productivity of all employees>

- llis and ;onnenfield 8(00.9


22/26

November 20,


FWhereas the equal opportunities approach minimises

difference# the managing diversity approach treats differences

as a positive asset>

$t is ased on the economic and usiness case for recognising

and valuing difference# rather than the moral case for treating

people equally1

Whereas equal opportunities are normally driven y the ERfunction# managing diversity is regarded as the responsiility of

all managers1

- 3orrington 82''29- 3orrington 82''29


23/26

November 20,

% process for managing diversity

$nvestigation of the current situation in terms of statistics# policy andculture# etc15

;etting visions of hat the organisation ould look like if itsuccessfully managed diversity5

;preading the onership5

:olicy development5

$nitiating a range of training schemes5

Managing the programme to sustain momentum

- Ross and Schneide (1992) in

Torrington (2002)


24/26

November 20,

:rolems ith the managing diversity approach

3oo many complications 8different interpretations95

Concentration on the individuals may reduce theaareness of social-group-ased disadvantage5

Managing diversity can e considered asintrospective as it deals ith people already in theorganisation# rather than ith getting people into the

organisation

-3orrington 82''29


25/26

November 20,

Fqual opportunities> approach vs1 Fmanagement of

diversity> approach

Aspect Equal opportunities anaging di!ersit"

#urpose Reduce discri$ination %tilise e$plo"ee potentialto $a&i$u$ ad!antage

'ase argued oral and ethical usiness case-i$pro!eproita*ilit"

+hose

responsi*ilit"

,Rpersonnel depart$ent All $anagers

.ocuses on /roups ndi!iduals

#erspecti!e ealing with dierent needso dierent groups

ntegrated

eneits or

e$plo"ees

pportunities i$pro!ed or

disad!antaged groups3pri$aril" through settingtargets

pportunities i$pro!ed

or all e$plo"ees

.ocus on$anage$entacti!it"

Recruit$ent anaging

Re$edies 'hanging s"ste$s andpractices

'hanging the culture


26/26

November 20

Fqual opportunities> approach vs1 Fmanagement of

diversity> approach

Much of literature suggest that management of

diversity is a superior approach to equal

opportunities# and is not compatile ith the equal

opportunities approach

- 8=andola et al1# (00*9

Mutually supportive

-ord 8(00*9

l2 managing diversity

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