 |  Business and Society: Corporate Strategy, Public Policy, Ethics, 10/e James Post,
Boston University
Anne T Lawrence,
San Jose State University
James Weber,
Duquesne University
Managing a Diverse Workforce
Chapter Summary- The U.S. workforce is as diverse as it has ever been and is becoming more so. More women are working then ever before, many immigrants have entered the labor force, ethnic and racial diversity is increasing, and the workforce is aging.
- Women and persons of color have made great strides in entering all occupations, but they continue to be underrepresented in many business management roles, especially at top levels. Both groups face a continuing pay gap. The number of women-owned businesses has increased sharply, and many minorities, especially immigrants, also own their own businesses.
- Under U.S. law, businesses are required to provide equal opportunity to all, without regard to race, color, religion, sex, national origin, disability, or age. Sexual and racial harassment are illegal. Affirmative action plans remain legal, but only if they are temporary and flexible, designed to correct past discrimination, and do not result in reverse discrimination.
- Companies that manage diversity effectively have a strategic advantage because they are able to attract and retain talented workers from all backgrounds, serve a diverse customer base, and avoid expensive lawsuits and public embarrassment.
- Successful diversity management includes articulating a mission, recruiting widely, mentoring promising women and persons of color, and establishing mechanisms for assessing progress.
- Many businesses have helped employees balance the complex demands of work and family obligations by providing support programs such as child, elder care, flexible work schedules, domestic partner benefits, and telecommuting options.
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2002 McGraw-Hill Higher Education