Bài giảng Managing Diversity - Chapter 3 Approaches to equity and diversity

Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*Chapter 3Approaches to equity and diversityErica French, Glenda Strachan and John BurgessArguments in addressing equity and diversity Economic rationalismNeo-classical economics and political liberalismHuman rightsSocial justiceCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*Approaches in addressing equity and diversityLegislated meansanti-discrimination (human rights)equal opportunity (social justice)Non-legislated meanstraditional (economic rationalist)managing diversity productive diversity (the business case)valuing diversity Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*DiscriminationDefined by the International Labour Organization (ILO) Convention No. 111 as:‘Any distinction, exclusion or preference made on the basis of race, colour, sex, religion, political opinion, national extraction or social origin, which has the effect of nullifying or impairing equality of opportunity or treatment in employment or occupation.’Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*Anti-discriminationFederal legislationRacial Discrimination Act 1975Sex Discrimination Act 1984Australian Human Rights Commission Act 1986Disability Discrimination Act 1992Age Discrimination Act 2004Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*Objectives, operation and remediesMake discriminatory acts in certain areas upon certain grounds unlawfulEstablish legislative standards of acceptable behaviour applicable throughout AustraliaProvide remedies for discriminatory actions to individual complainantsComplaint system is confidential Process involves conciliation and public educationAccess to tribunal system to hear complaint publicly Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*Equal employment opportunityCreates conditions for all workers to have an equal chance to seek and obtain employment and promotionRequires that workers are selected, promoted and treated on the basis of their individual talents and capabilitiesAims to eliminate all forms of discrimination in recruitment, selection, training, personal practice and conditions of service.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*LegislationEqual Opportunity for Women in the Workplace Act 1999The principal objects of this Act are:to promote the principle that employment for women should be dealt with on the basis of meritto promote, amongst employers, the elimination of discrimination against, and the provision of equal opportunity for, women in relation to employment mattersto foster workplace consultation between employers and employees on issues concerning equal opportunity for women in relation to employment.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*Operation and remediesEstablish a system of review and assessment of employment policies and practices with remedies to eliminate discrimination and disadvantage against women.Design an EEO plan relative to organisational needs.Submit biennial reports of progress to EOWA if organisation has more than 100 employees. Remedies:Named in Parliament for non-reportingNo access to government contracts for non reporting Given a lower rating in evaluation process for non reportingLess frequent reporting for those with high ratingAdvice on methods of changeCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*Diversity‘A mixture of people with different group identities within the same social system.’ (Nkomo & Cox, 1996)Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*Managing diversityA process by which organisations create an environment that encourages all employees to reach their full potential in pursuing company objectives.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*Impact of diversity on organisationsSocial and organisational changeIncreased conflict Increased flexibilityCreativity and innovationIncreased need for management of differenceCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*The business caseThe business case advocates increasing productivity and gaining competitive advantage through the utilisation of diverse individuals and their diverse skills.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*The business case continuedCopyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing DiversityBenefitsincreases creativity and innovationencourages effective global relationshipseasy to ‘sell’economic gains reduction of staff costs in turnover, sick leave, absenteeism and stressLimitationsnarrowdoes not necessarily acknowledge or include social justice aspectsrarely considers inequalitynot all individual rights or abilities can be reduced to tangible productivity gains3-*Valuing diversityThe basic premise of this perspective for addressing workplace disparity is the accommodation of different individuals and the adaptation of organisation systems for reasons of best management practice and mutual benefit and development.Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity3-*Valuing diversity (cont.)Copyright  2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing DiversityBenefitsLimitationsacknowledgement of the change required to cultural, political and structural systems rather than to individualsincludes everyone in the processencourages cross-cultural education including sharing, mentoring and networkingthis approach looks much like the proactive end of equal opportunitychange is slowthere is no clear understanding of how conflict between majority groups and minority groups might be resolved3-*