Multicultural Diversity in Workplace PDF

**MULTICULTURAL DIVERSITY IN WORKPLACE** **CHAPTER 1:** INTRODUCTION TO MANAGEMENT OF WORKPLACE DIVERSITY **Diversity management** is an important concept that is universally applied to the workplace. Earlier, countries could claim to be ethno-centric in their approach by having a homogeneous race at work with the style of sameness. If you just watch a typical American soap, it speaks of burgers, college lifestyle, American stereotype of hero, etc. This means that stereotypes tend to give an image of what one society is and how it might differ from others or the s-called rest of the world. This image is no truer today especially when one speaks of a globalised world-a concept developed since the 1990s and so-widely accepted today in all communities of the world. **Marshall McLuhan** spoke in the 1960s of a global village with increased speed of communication and the ability of people to read about, spread, and react to global news quickly (Mc Luhan, 1964), while management writers like Ohmae (1999) commented on the borderless world with excellent opportunities to trade without fear. These ideas better illustrate today's workplace with its high level of diversity. It includes firstly people of all races combining their effort to reach the corporate goals of the firm. People can then be of different gender, male and female, where they contribute more than ever before to their organisation with and without role differences. Next comes the age factor. A company is also like a family with people of different ages. They work together and collaborate to the wellbeing of their firm. In diversity management, one can also come across physically handicapped or disabled workers. Although they face a lot of discrimination due to their physical problem, they have nowadays more rights and opportunities to work. Engaging them in the work community proves to be beneficial both to them and the business. One can also speak of social class differences that are broadly overcome but can vary in terms of unportance among different cultures. The movements in class might also explain how diversity can address organisational issues. Then comes the **foreign employee**. There are two trends that are identifiable. Firstly, people from the developing world moved in large numbers to rich countries that were their former colonists. Secondly, top executives are moving to developing nations to sell their managerial expertise. Foreign employees might also invoke the issue of cultural diversity and tolerance. There are part-timers to consider in diversity management. When economies are in dire difficulties, new forms of employment do arise and part-timers have a key role to play in it. Their expertise and contribution plays a key role in addressing the work problem through their diversity. **The Concept of Workplace Diversity** **Diversity** is generally defined as acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status (Esty, et al., 1995). Managing diversity means *acknowledging people's differences and recognising these differences as valuable*. It enhances good management practices by preventing discrimination and promoting inclusiveness. Good management alone will not necessarily help an individual work effectively with a diverse workforce. While the traditional notion of workplace diversity may refer to representations of various races, genders and religious backgrounds, today's concept of workplace diversity is broad-based. Besides these classical variables, considerations are also made on personality, age, style, skills, education, background, etc. The focus of workplace diversity now lies on the promotion of individuality within an organisation, acknowledging that every person can bring something different to the business. An **organization** that is committed to a diverse workforce is one that aims to harness a pool of individuals with unique qualities, seeing this combination of differences as a potential for growth rather than opportunities for conflict. Attached to this commitment is also an intention to nurture and develop the potential of each individual. Organizations must understand that managing diversity is much more than gaining knowledge on race and gender issues. Managing diversity should be viewed as providing a perspective that can enhance creativity and growth. The discipline provides a way of thinking that allows us to view our organizational activities through a more objective eye. **The need for businesses to embrace diversity** Diversity means empowering people. It makes an organization effective by capitalizing on all the strengths of each employee. Diversity is also understanding, valuing, and using the differences in every person. Simply enforcing government regulations is not the best way to embrace diversity. To obtain that competitive edge companies need to create great work teams by using the full potential of every individual. Embracing diversity is the first item for building teams. Every team building theory states that to build a great team, there must be a diverse group of people on the team. Choosing people like oneself to be on teams is similar to inbreeding -- it multiplies the flaws. While on the other end of the continuum is having an assorted group of individuals which diminishes the flaws of others. Internally, organizations promote diversity and manage increasingly heterogeneous workforces, accommodate and integrate employees with different value and belief systems and combat a range of different forms of discrimination with both organizational and societal consequences (Groschl, 2011). Externally, organizations have to manage demands from governmental, consumer and lobbying sources for the implementation of anti-discrimination policies and laws, and for attracting and integrating employees from minority or historically disadvantaged groups (Groschl, 2011). These demands and activities affect the review and revision of organisational culture, HR policies and practices and ethical standards. **Benefits of Workplace Diversity** According to Greenberg (2008), an organisation's success and competitiveness depends upon its ability to embrace diversity and realise the benefits. When organisations actively assess their handling of workplace diversity issues, develop and implement diversity plans, multiple benefits are reported such as: **Increased adaptability.** Organisations employing a diverse workforce can supply a greater variety of solutions to problems in service, sourcing, and allocation of resources. Employees from diverse backgrounds bring individual talents and experiences in suggesting ideas that are flexible in adapting to fluctuating markets and customer demands. **Broader service range.** A diverse collection of skills and experiences (e.g. languages, cultural understanding) allows a company to provide service to customers on a global basis. **Variety of viewpoints.** A diverse workforce that feels comfortable communicating varying points of view provides a larger pool of ideas and experiences. The organisation can draw from that pool to meet business strategy needs and the needs of customers more effectively. **More effective execution.** Companies that encourage diversity in the workplace inspire all of their employees to perform to their highest ability. Company-wide strategies can then be executed; resulting in higher productivity, profit, and return on investment **Attract and retain talent.** Andrade (2010) states that talent can add a competitive edge to any organisation. Feeling included and appreciated increases loyalty and feeling of belonging. Language skills pool is increased and propels organisation forward either to compete in the International global world or to increase its diverse customer base. **Challenges to managing diversity** There are challenges to managing a diverse work population. Managing diversity is more than simply acknowledging differences in people. It involves recognising the value of differences, combating discrimination, and promoting inclusiveness. Managers may also be challenged with losses in personnel and work productivity due to prejudice and discrimination and complaints and legal actions against the organisation (Devoe, 1999). Diversity-related challenges are present in almost every workplace, whether they are giant corporations or small business operations. The globalised business world has increased the need for individuals from all walks of life. Holt (2015) states that conflict is a natural part of this process and, as long as it is handled in a healthy way, can bring a group of employees closer together. Challenges are what improve employee relationships and promote diversity, if handled correctly. If handled incorrectly, a company could fall apart, face lawsuits and spend more time resolving conflict than being productive. These challenges, when handled in a healthy way, push people to grow, improving productivity and employee relationships, decreasing workplace tension and resulting in a positive place to work. **The managerial and psychological challenge** Managerially managing diversity is challenging because by opening ourselves and our organisations to the perspectives of individuals and groups who have had less managerial voice in the past we can step outside the traditional frame of decision making. Managers have to deal with different types of people and different visions. It is not the same compared to a structure where values are common or homogeneous. Psychologically managing diversity is challenging because of issues such as personality, perception, attitudes, and values. These are issues where all people differ individually like responses to different individuals. Individual differences are largely responsible for stereotyping, discrimination, and prejudice. Companies might greatly underestimate the power of memory and past experiences. This issue might influence the manager's response to individual differences. **A model for Diversity** **FOUR LAYERS OF DIVERSITY** **The Four Layers Model.** According to Amelio (2015), the Four Layers Model can help the manager understand that diversity comprises many characteristics of people at work, not only a few. The diversity-mature manager will seek to understand these factors and dimensions of diversity to ensure he is bringing out all aspects of an individual's talents and abilities in support of the organisation's mission and goals. **Personality.** This includes an individual\'s likes and dislikes, values, and beliefs. Personality is shaped early in life and is both influenced by, and influences, the other three layers throughout one\'s lifetime and career choices. **Internal dimensions.** These include aspects of diversity over which we have no control (though \"physical ability\" can change over time due to choices we make to be active or not, or in cases of illness or accidents). This dimension is the layer in which many divisions between and among people exist and which forms the core of many diversity efforts. These dimensions include the first things we see in other people, such as race or gender and on which we make many assumptions and base judgments. **External dimensions.** These include aspects of our lives which we have some control over, which might change over time, and which usually form the basis for decisions on careers and work styles. This layer often determines, in part, with whom we develop friendships and what we do for work. This layer also tells us much about whom we like to be with. **Organizational dimensions.** This layer concerns the aspects of culture found in a work setting. While much attention of diversity efforts is focused on the internal dimensions, issues of preferential treatment and opportunities for development or promotion are impacted by the aspects of this layer. **Theoretical Contributions to Diversity Management** The radical approach to promoting equal opportunities was adopted by individuals who held strong political and ethical values and recognised the historical disadvantage that certain groups, such as women, ethnic minorities and disabled persons, experienced in employment (Jewson and Mason 1986). The supporters of this approach advocated positive discrimination and affirmative action as their methods for change (Adler and Izraeli, 1988), Jewson and Mason (1986) identified two distinct approaches to promoting equal opportunities in employment. These were the liberal and radical change approaches. The proponents of the liberal approach argued that women and men were essentially the same and that sex equality would be achieved once employment policies and procedures became identical for both sexes (Cockburn 1989). The liberal approach was identified with its "business-case" arguments, which were propounded in the 1990s to achieve sex equality at work. These practitioner-based arguments aimed at convincing a managerial audience that equality and diversity were financially beneficial to their organisations. Cockburn (1989) asserted that the radical approach was "retrogressive in further dividing the already divided powerless groups." She also pointed out, that, although the use of a radical approach could promote the relative position of one disadvantaged group, it did not promise any improvement in the structures that perpetuate inequalities at work. Cockburn (1989) argued that the liberal approach was not able to reach its targets and that the radical approach, while boosting the interests of some disadvantaged groups such as women, ethnic minorities and disabled workers, did not challenge the employment structures that upheld sex discrimination. Instead, she proposed a transformational change approach with a short and a long-term agenda. Kandola and Fullerton (1998) in their book Diversity in Action: Managing the Mosaic state that "the basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences which will include factors such as sex, age, background, race, disability, personality and work style. It is founded on the premise that harnessing these differences will create a productive environment in which everyone feels valued, where their talents are fully utilised and in which organisational goals are met." **Chapter 1 Exercises** Name:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Date:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Class:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Score:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ I. DISCUSSION 1. Why is diversity management considered as an important issue at the workplace? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 2. Identify some benefits of diversity management. \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 3. How is diversity management managerially and culturally challenging? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 4. What is the basic concept behind the radical view of diversity? Why is it challenged? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 5. What are some changes taking place in organisations that may call for better consideration regarding diversity? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ **CHAPTER 2:** GENDER ISSUES IN WORKPLACE DIVERSITY **Introduction** The issue of discrimination at work is commonplace in most parts of the world. This comes quite often when women are considered as part of today's workforce. This is a sea change that has taken place worldwide seen from images from the media and activities undertaken by women today. This chapter addresses the gender issue by paying particular attention to women in business. Long ago, we all knew of the traditional family illustrated with the father as the bread winner, the mother as the one who did the household chores and looked after the children. Women were submissive in the initial part of modern history confronted to minimized roles and influence at work. This obviously changed with time and women are now at the forefront of organizations; a few having leading roles to play in business. At the political level, the representation of women is limited with a few clichés of great ladies like Indira Gandhi (India), Golda Meir (Israel), Margaret Thatcher (UK), just to mention a few. Some have been making the news in the social arena like Mother Theresa. Unlike men, the success of women in society can be said to be countable in number terms while it is all too difficult to account for the contribution of men at work. Every society has its heroes and the male gender is often portrayed as the hero. Traditional societies in the developing world have usually given the impression that men are more important to women. In China, there are villages whereby there is a majority of males. The same applies to tradition-rooted India where baby girls were claimed to be killed in the wait for male children. There are exceptions however within the developing world in some African societies where women have a greater role to play and this applies exceptionally to matriarchal societies. Else, male dominance is paramount be it the industrialised or the developing nation. Even today in the USA, there is still the wait for a female to become the president of the world's first economic power. This chapter raises the issue of gender from the perspective of the role and influence of women in today's diversity. It evidently covers the emancipation of women including the inevitable outlook on Simone de Beauvoir's "Deuxième Sexe" as an intention to clearly see how women deserve their role in society. Examples are taken from various sources to enrich the reader's experience of efforts undertaken to give women their due right and expectations within diversity and to welcome their achievements. **Traditional roles in society** Tradition broadly establishes roles and intentions of people. Starting from dressing habits to activities in the family to gifts like balls for boys or dolls for girls, tradition has an overwhelming presence in shaping the role of men and women in society. Newbie (2009) comments that the traditional roles of men and women were established to ensure the power of the head of household. Historically speaking, that head of household was always male. But the rapidly developing world has brought about many changes into the traditional roles of both men and women. People have been socialised to expect men to be brave, industrious and domineering, whereas women have been expected to be submissive, timid and nurturing. Nowadays, however, women do not have to rely on their husbands anymore to provide a financial support for the home and in many cases they become breadwinners and head of the home themselves. Thus, these changes have resulted in male losing his image and ego as the dominant gender in society. Women are the inherent part of our society and cannot be neglected due to their less power and authority. They are created as a companion for men and men have to make her walk with them in the course of life. Gicki (2013) states that women play roles as a mother, a sister, a daughter, a wife. They play their roles with great responsibilities in upbringing of a healthy solid society, but she is in our so called modern world, still living in chains. **Woman as a basic unit of society** The basic unit of society is a woman. As woman makes a family, family makes a home and homes make a society. So we should never think that a society would come into existence without the contribution of women. We all know that without education, no development is possible. Here we have forgotten that the very first and best school of a child is its mother's lap (Gicki, 2013). A good healthy society does not automatically emerge on its own and stands firm but it needs to be emerged and for its emergence women play a pivotal role. From behavioural to health education women have their hands in. These all are the basic fundamentals of a good society and women are the main contributors in building up a strong society. **Women's Movement** It is interesting to start by speaking of women's movement which initially developed in forward-looking nations, particularly in Scandinavian countries where the rights to vote started as early as the 1925 for women while this was passed on much later to the United Kingdom, around the fifties and its colonies by the late 1960s. The first women's movement grew out of the context of European revolutions during the 18^th^ and 19^th^ century. Whereas it mainly focussed on fighting for access to education and political participation (women's right to vote), the new women's movement in the second half of the 20^th^ century drew its strength especially from the struggle for sexual and reproductive rights of freedom and equal opportunities in all areas of society. While this second phase of the organised women's movement in the US has to be seen in a context with the black civil rights movement, eg, in West Germany it stemmed from the student movement. **Feminism** The term "***feminism***" is increasingly found since the early 20^th^ century, when it was used as a synonym for the women's issue and female emancipation endeavours. Today, feminism can be assumed as a political movement as well as a critical trend in the philosophy of science that deals with power, power relations and domination. Currently, we find different national and cultural developments on the conceptional level and concerning its self-image. So instead of talking about feminism, it seems more apt to talk about "feminisms". Its different orientations (including liberal, Marxist, autonomous, deconstructive, differential and equality feminism) originate from heterogeneous theoretical paradigms, but their smallest common denominator is "the complete realisation of the emancipation of women". It was mainly in the course of the second women's movement and its march through the institutions that feminism got universally established, became increasingly academic and further developed through critical women's and later gender studies (Neusüß and Chojecka, 2008). **Gender** "The fundamental transformation that took place in Beijing was the recognition of the need to shift the focus from women to the concept of gender, recognising that the entire structure of society, and all relations between men and women within it, had to be re-evaluated. Only by such a fundamental restructuring of society and its institutions could women be fully empowered to take their rightful place as equal partners with men in all aspects of life. This change represented a strong reaffirmation that women's rights were human rights and that gender equality was an issue of universal concern, benefiting all. (UN org, 2010)." Gender equality is achieved when people are able to access and enjoy the same rewards, resources and opportunities regardless of whether they are a woman or a man. Many countries worldwide have made significant progress towards gender equality in recent decades, particularly in areas such as education. However, women continue to earn less than men, are less likely to advance their careers as far as men, and are more likely to spend their final years in poverty. At the same time, some men find it more difficult to access family-friendly policies or flexible working arrangements than women (Commonwealth Government of Australia, 2014). *The aim of gender equality in the workplace is to achieve broadly equal outcomes for women and men, not exactly the same outcome for all individuals. To achieve this requires:* - Workplaces to provide equal remuneration for women and men for work of equal or comparable value - The removal of barriers to the full and equal participation of women in the workforce - Full and genuine access to all occupations and industries, including to leadership roles for women and men - Elimination of discrimination on the basis of gender particularly in relation to family and caring responsibilities for both women and men. **Women's emancipation** When women's emancipation movements initially emerged, they were usually closely connected to political and social opposition movements. In liberation movements and revolutions in which men and women jointly exerted themselves for basic rights, national independence, and a constitutional charter, the position of women was also on the agenda. Some men, although not the majority, were prepared to accept women as companions with equal rights. Women availed themselves of the additional scope for action which materialised during periods of social upheaval. There arose new forms of feminist involvement in the form of societies, journals, and alternative lifestyles. Women's emancipation movements developed early in those countries where socioeconomic change was already advanced, and soon had a mass following. The emergent industrial and civil society resulted in a closer interaction among all classes. In the last decade of the nineteenth century women's associations with widely different goals increasingly united on national and international levels. This consolidation was the result of intensified communication which encouraged the exchange of ideas and accelerated developments in the different national women's movements. **Chapter 2 Exercises** Name:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Date:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Class:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Score:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ I.DISCUSSION 1. Why were women earlier limited to household chores? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 2. What does the term "feminism" mean? Does feminism exist in the tourism industry? Explain your answer \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 3. What is the relevance of using female icons as illustration of women's emancipation? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 4. What is the "glass ceiling" and why is it a barrier to women? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 5. What factors help women gain better access to job opportunities in hospitality and tourism industry? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ **CHAPTER 3:** AGE ISSUE IN WORKPLACE **Introduction** An organization comprises an array of individuals with differences in age. This is common for established or the said "mature" organizations that boast their long-term existence to a combination of both young and old workers. Employees themselves go through a stage of their existence on entering the marketplace young, maturing over the years through work and experience and eventually retiring as they enter old age. Since the world's population is ageing faster than ever before, older workers might have to stay longer in their organizations. Some countries have raised the retirement age from 60 to 65 while it is up to 67 in advanced nations. A few issues immediately come to the mind when one speaks of age as a diversity component. What is the general perception that we have of an aged worker? Just think of somebody getting old, having more wrinkles on the face, grey-haired and likely to be in poorer health than his younger counterparts? This is a cliché that we tend to have of old people but also of the mature employee working for his last few years in the business. The old worker can be considered as one who is weakened by health ailments, age and relative problems. Having spent more time at work than others, the aged worker looks to be less effective. This is just a perception not a reality The second issue might come from change and innovation. Evidently, young workers fall in the better side on being dynamic, innovative, forward-looking and open to change while this might look less possible for the older worker. Here again, there is a perception of superiority or better adaptability to changes. Is this particularly true when one could also address the generational issue discussed in a later chapter? Next comes the question of recruitment. In a situation of high unemployment, younger workers are given better chances to come back to work compared with the older ones. This is something commonly agreed whereby a majority of older workers get more time and effort to gain their past positions or even accepting to work for lower wages The issue of age discrimination can also affect promotion in organisations. If the Fist In, First Out (FIFO) concept is widely applied, it means that the older worker logically leaves the firm first due to age. Equally, this might also mean that the more experienced and aged worker should benefit from promotion. This is another essential question when it comes to dealing with age diversity. Some companies might favour younger managers to give an image of youthfulness to their business while older workers could suffer from discrimination on not being given the promotion. This chapter addresses the issue of age from the point of view of older workers who might become more sizeable in the future as communities age. It states that age differences do matter at work but there is a need to overcome discrimination. This might be written in the company's code of conduct but unfortunately paid lip service. It is imperative to value and reward the experience of the old worker while believing in his excellent contribution in today's workplace diversity. **Integrating Family life cycle with work** It would firstly interesting to develop the age concept through the traditional family life cycle depicted more often in consumer behaviour than other courses so as to have a good picture of where the employee is likely to be at work. Traditionally the life cycle, illustrated a progression of stages through which families passed; it comprised stages, starting from bachelorhood (single), to married (couple), to family growth (Parenthood: birth of children), to family contraction (grown up children leaving home for studies or employment) to post parenthood (all children leaving home) to dissolution (single survivor: death of one of the spouses). Based on these, the traditional FLC can be synthesized into five basic stages, which may be mentioned as follows. - [Stage 1: Bachelorhood]: Young single adult (male/female) living apart from parents and into a livelihood. - [Stage 11. Honeymooners]: Young married couple. - [Stage III: Parenthood]: Married couple with at least one child living with them at home. - [Stage IV: Post-parenthood]: An older married couple with no children living at home. Children have left home for studies or for employment. - [Stage V: Dissolution]: One surviving spouse. The same concept applies to age patterns at work. Stage I and II refer to the initial stage of ageing at work Employees in this category might be unskilled or semi-skilled but they are quite young (18-25) depending upon the time that they might spend at school, particularly for higher education. Parenthood is the most important stage at work where the employee is working to raise his family and contribute financially to it. Here, expenditure might even exceed income. Workers want to stay in their jobs or seek higher revenue. This can be more between the age range 30-45. Post-parenthood normally affects older workers those in the age range 60-65 and already having their own children at work. The last stage will rarely comprise the workforce as people at that level normally retire from work. **Young employees in diversity** Young firms disproportionately employ young workers, controlling for firm size, industry, geography and time. The same positive correlation between young firms and young employees holds when we look just at new hires. According to Quimet and Zarutskie (2013), young employees in young firms earn on average higher wages than young employees in older firms. Further, young employees disproportionately join young firms with greater innovation potential and that exhibit higher growth, conditional on survival. These facts are consistent with the argument that the skills, risk tolerance, and career dynamics of young workers are contributing factors to their disproportionate share of employment in young firms. Hardy (2013) states that younger companies tend to have workers with less time at the firm, which is partly an effect of being new and hiring intensively in recent years. Facebook's median worker has been with the company just 11 years, while Intel, 1.B. M., Oracle and others come in around six years. Other factors are also in play, however. "The firms that are growing or innovating around new areas tend to have younger workers," said Katie Bardaro, the lead economist at PayScale. "Older companies that aren't changing with the times get older workers." **The Middle-Aged Worker in diversity** Another important component is the middle-aged worker which can comprise a substantial part of the company. Express UK (2015) claims that by 2020 it is estimated that up to a third of the nation's workforce will be 50 or older so the more skilled they are the better it will be for Britain's economy. According to MetLife 63 per cent of adults aged 50 or over say they are considering retraining so they can carry on working well into what was previously retirement age. For many this is because of the financial implications of giving up work but others want the stimulation of employment, the company of colleagues or 'a sense of purpose' said MetLife. For some this will mean learning new skills such as basic computer coding to stay up to date in their current job and stave off any forced early retirement. But for others it will mean learning something completely new to continue in full or part time employment or start up a business of their own. **The Old worker in diversity** A third category of worker is the old worker. A research paper from EEO Trust (2008) comments that employers define "older" in a range of ways. The most typical definition is "55 years and over". However, this varies in different sectors. In sectors where there are heavy physical demands, it is more likely that they are thinking of workers aged 50 and over. In high-earning professions, where significant numbers of people are choosing to step away from their full-time jobs in their fifties, fifty also is seen as a benchmark for categorizing older workers. Some organizations think about 'older' as people in the last five to ten years of their paid employment. Others do not think about age, rather length of service. Organizations find it useful to define "older" in a way that is relevant to them to help them monitor their workforce and carry out workforce planning. Apart from that, the definition will not necessarily be very important. Older workers are as varied in their aspirations, abilities and availability as any other group of workers (EEO Trust, 2008). The variations among older workers mean that they are unlikely to respond in a uniform way to initiatives, options or strategies that employers use to attract and retain older workers. **The importance of age diversity** All of the indications are that more people will need to continue working later in life. This is because on the one hand pensions are decreasing in value and on the other, people are becoming more likely to still have financial obligations such as mortgages or child/student support, later in life. Because there are also fewer younger people available for work. Employers will need to consider how they can best become an employer of choice for older workers and how they can retain older workers in an increasingly competitive market place. Employers will need to review their HR practices and procedures and arrangements for training to ensure compliance with the Employment Equality Regulations, but also to ensure that all employees including younger and older workers are respected and valued in a workplace that is attractive, responsive to their needs and optimises their opportunity to contribute (diversiton. Com, 2015). For some organisations this will mean a significant culture change. The elderly today differ from older adults in the past in important ways. First, the experience of old age in America is marked by unparalleled diversity. Public discussion of the old-age population refers to this age group as the "elderly" or "seniors" as though this is a homogenous category (Seltzer and Yahirun, 2013). These terms mask the considerable diversity in the characteristics and experiences of those in this chronological age group. Each person brings a history of his or her experiences from early life and midlife into old age. The histories are shaped by whether a person is male or female, how much schooling and income the person has, race-ethnicity, and nativity. Seltzer and Yahirun (2013) state that these characteristics and the life histories shaped by them continue to affect individuals' experiences in later life. With the ageing of the population, it is now more important than ever to encourage experienced workers to remain in the workforce and to pass their skills and knowledge onto others. The long-term success of any business depends on the ability to tap into a diverse body of talent, knowledge and skills. Age- friendly recruitment practices can widen the applicant pool to help a company find the best person (Department of Employment, 2014). Losing experienced staff to retirement can also affect an organisation. In addition to the costs of recruiting and training new staff, there is also the lost knowledge of a business and clients. Mature-age workers have built up knowledge and skills during their time in the workforce, and using these skills in workplace mentoring programmes can reduce staff turnover, train other employees and increase staff morale. Mature-age workers can save your business money on absenteeism, training and recruitment. **Discrimination against old workers** Age discrimination in employment removes or restricts the individual's freedom to exercise his right to work. Discriminatory measures can oblige workers at a set age to leave work early, or exclude them from applying for Jobs or from training and employment promotion schemes after a certain age. Older workers are broadly defined as those aged over 50. Discrimination starts at different ages. For example, discrimination in recruitment starts from around 40, whereas early exit from work affects large numbers from 55 onwards (Drury. 1993). In the USA, the law forbids discrimination when it comes to any aspect of employment, including hiring, firing, pay, job assignments, promotions, layoff, training, fringe benefits, and any other term or condition of employment (FEOC, 2014). This law protects people who are 40 or older from discrimination because of age The law also makes it illegal to retaliate against a person because the person complained about discrimination, filed a charge of discrimination, or participated in an employment discrimination investigation or lawsuit. Cavico and Mujtaba (2010) state that with the increasing age of the workforce, the presence of age bias in society generally, together with the fact that the consequences of unemployment fall more harshly on older people, make the topic of age discrimination in employment a very significant one- legally, ethically, and practically. Moreover, as "older" employees get even older, their pension and health care costs concomitantly increase for their employers, thereby making older employees more "attractive" targets for workforce "downsizing." **Direct and indirect discrimination** **[Two types of discrimination can be identified]**: *Direct discrimination* measures targeted at older workers based solely on grounds of age, and on no other factors, such as abilities or health. These measures use specific age limits to exclude older workers from, for example, training and employment schemes, or from applying for jobs. *Indirect discrimination* measures which are not directly age-specific, but which have a disproportionately negative impact on older workers, compared with other age groups. This hidden discrimination usually has the most widespread negative impact on older workers In employment. **The Value of Old Workers** James (2013) explains that it is first essential to dispel the myth that senior citizens are just too old for the workplace. Today workers, for the most part, do not retire at 60 anymore. But that is not just because they cannot afford to-it is because 60 is not old anymore. Today's 50-, 60-and 70-somethings not only need to work, they want to work, and they are fully capable of doing so. In fact, the average health of today's older worker is no worse than that of their younger counterparts, and by some measures is better. A 2012 AARP survey asked Americans aged 35 to 80 to rate their overall health and happiness, and found responses generally increasing With age. Other surveys have found adults over 65 reporting lower levels of depression, loneliness, and other mental health problems than their younger peers. The perception that people over the age of 60 are somehow mentally or physically unsuited for the workplace is as outdated as a fix machine. But it's not just that older workers are not risks or burdens to organisations. They are, in fact, a benefit. Numerous studies have shown that older workers are the most satisfied with their jobs and the most engaged of all age groups, which any manager can tell you leads to higher levels of presenteeism and productivity. They very often bring relevant experiences, strong attention-to-detail, and resilience built from years on the job that their younger peers may be less likely to offer (James, 2013). Yet, the perception remains that older workers are not up to the job or not worth hiring. Nearly a quarter of all cases brought to the United States Equal Employment Opportunity Commission in 2011 claimed discrimination on the basis of age. Older workers are routinely passed up for promotions, forced out of jobs, or simply not given the chance in the first place. These kinds of ageist attitudes do not just hurt older workers; they hurt the entire organisation. A recent survey conducted by the Boston College Sloan Centre on Ageing & Work found that a perception of bias in the workplace against older workers generates lower senses of engagement among both older workers and younger workers. That's right, even the perception that older workers are being discriminated against has a negative outcome for the company, across the board. According to James (2013) it is high time for employers and employees alike to rethink our perceptions of older Americans in the workplace. Older workers are more than up to the job, they often bring unique skills and outlooks no one else can offer, and discriminating against these workers not only hurts them, it hurts the entire company. **Managing older workers in diversity** There is a major shift in the workplace. For the first time in history, businesses regularly are managing workforces with four generations of employees. Employers are operating with workers from their early 20s to their late 70s, or beyond. Denver (2012) comments that managing this growing age diversity is one of the biggest workplace 10 challenges today -- and one that employers highlighted in The Denver Post's Top Workplaces 2012 section have given special attention. Generations in the workplace today include Millennials, who range in age from about 16 to 31; Generation X, about 32 to 47; baby boomers, about 48 to 65; and Traditionalists, roughly 65 and older. No longer are workers routinely retiring at 62, 65 or 67. Some stay on because they like to work. Others have seen their retirement accounts decimated in recent years or never were able to save enough to consider retiring. Multigenerational workplaces can bring out the best -- and worst - in companies and their employees. Older workers can convey wisdom gained from decades of experience. Younger ones have fresh ideas and technical skills. Denver (2012) claims that yet the two groups often do not coalesce for the benefit of themselves and their employers. **Young managers in diversity** Contrary to the common perception, it is young people who suffer most from age discrimination at work rather than older workers, new British research has suggested. A poll by insurer Royal & Sun Alliance has found that 14 per cent of young people aged under 25 years old felt discriminated against in the workplace because of their age. They felt their progression had been hindered because they were perceived as too young to take on extra responsibility (Paton, 2006). Young managers might be competent in their fields bringing the desired human capital to their respective organisations. With the latest qualifications and skills required in the job market, they are capable of shouldering key positions in business. Here again, they might be subject to discrimination probably because of their lack of exposure to business realities, lack of experience and possibly weak contacts with older managers or board level representatives. This could explain why among top managers, young managers are broadly fewer at the board level. **Chapter 3 Exercises** Name:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Date:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Class:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Score:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ I.DISCUSSION 1. Identify the key stages in parenthood and compare them with the ageing structure in firms. \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 2. Why are companies less keen to re-employ old workers? Site scenarios in the hospitality and tourism idustry. \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 3. What improvements might have been taking place regarding old employees at work? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 4. What are the key attributes of the old worker in diversity in tourism and hospitality industry? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 5. How can training keep up the employability of the old worker? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 6. What contribution can old workers bring to younger employees at work especially in tourism and hospitality industry?\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ **CHAPTER 4:** GENERATION ISSUE IN WORKPLACE DIVERSITY **Introduction** A knowledge of generational issues is important today at work. Based from the previous chapter that considered age diversity to be an essential aspect of managing diversity, this chapter goes slightly beyond the last chapter in that it focuses on the generational issue. This has been a classification made by western authors to delineate various generations that have existed and that may have both similarities and contrasting differences. At one time, we spoke of old and young generations. This might be an issue back in the 1970s when those espousing the pop culture tended to show themselves as a group having a different identity from the past one that was involved in the first two World Wars of the past decade. The image made of the old generation; those born in the 1920s onwards, is that they were traditional in approach with an inclination on family standards and values. Large families with numerous children would be advisable at a time when the economies were scantily industrialised. The Word Wars decimated the populations in large numbers. There was a global intention following the Marshall Plan in the USA in the post-war period to bring people back to work with the slogan: "Lay down the axe; fling by the spade; Leave in its track the toiling plough (Bryant)." This needed manual labour in the fields and there was a population boom after the Second World War. Incidentally, children born during that period ranging 1946-64 were known as baby boomers, a generation that impacted on humanity for decades and that moved alongside with modernity, openness and high levels of freedom. The tendency of sophistication moved on after the baby boomer generation with Generation Y shaping the workforce and society. This comprised individuals having wider education and being more apt for secondary and tertiary education. This generation was better than the previous one on being more technically advanced than baby boomers and more likely to espouse technology and developments. The offspring of baby boomers could be Generation Y born between 1980 and 2000. This generation entered the Internet age and the fast developing computer world. Generation Y is technologically savvy and the jy ones to use more modern computer-based applications for working and living. They are shaping their world in a more sophisticated way than ever before. Next comes, the generation as from 2000 which will later impact on the work environment. This chapter addresses the generational issue from the three main perspectives namely Baby boomers, Generation X, Generation Y with slight reference to the old generation to firstly find out how they might differ in approach to the work environment and secondly see how they could bring their contribution to workplace diversity. It aims to see how generations can co-exist at work and how well they can manage through such an baby interesting concept as diversity. It can be evidenced that the present generation is more educated than the previous ones but faces the challenges of culture change, organisational restructuring and adaptation while it operates in an environment faced with modernity. It also bases its future on the values transmitted from parents that formed the past generations like baby boomers. There is both an element of challenge and conflict. **Insight: Four generations seen from different perspectives** It has become apparent over recent decades that a paradigm shift has occurred with how people view their working lives. Today\'s workforce does not look, think or act like the workforce of the past nor does it hold the same values, have the same experience or pursue the same needs and desires. With the rapid and widespread introduction of new technologies changing the workplace along with the aging of the population signalling impending changes in the size and composition of the labour force there has become a heightened interest in the future of work (Lyon et al, 2011). During the next 25 years, the economic, political and social environments of most organisations in industrialised societies will become increasingly more diverse. This in turn will be reflected in the workforce, which will become more diverse with respect to age, gender, ethnicity, beliefs, values, attitudes and behaviours. Therefore, traditional business models that were developed as a one size fits all hold little credence with today's workforce. This increased workplace diversity has meant organisations understanding of diversity has needed to evolve. There has been a shift from race and gender relations and an exclusive emphasis on observable differences or demographic diversity to include the multitude of differences that constitute the identity of individuals and affect their behaviour. Therefore, in organisations, diversity has been expanded to include differences in behaviours, attitudes, core values, functional specialisation, organisational level and work style, all of which effect work behaviour. It is thus reasonable to expect organisations to address generational diversity. Although huge numbers of young people today are starting their working lives in one of the least welcoming labour markets in modern history, those with the right skills have never had it so good. Employers have become convinced that they are at the start of a period of famine, and that the best talent has to be won at almost all costs. The Economist (2013) points out that in some rich countries older workers are retiring later, so bosses have a wider range of ages to manage. But as firms seek to be more meritocratic with promotions, older staff can be dismayed to find that their years of service no longer guarantee advancement; and that as digital skills become more important, younger workers are speeding past them. The notion of "generation" as a way of understanding differences between age groups is widespread n society today. Members of a generation are linked through shared life experiences, which create a bond tying members together in to what have been termed "cohorts". A cohort however, is not merely a summation of a set of individual histories but has a distinctive composition and character. This can be thought of as a generational personality. A review of the literature showed that there are currently four generational cohorts in today's workplace. Popular press rhetoric generally refers to these as "Veterans", "Baby Boomers", "Generation X" and "Generation Y". **Veterans** **Veterans**, also referred to as "the Silent Generation", "Matures" or the "Traditional Generation" were born between 1925 and 1942, and are the oldest generation in the workforce today with many having already retired. According to Lyon et al (2011), veterans grew up in the aftermath of tough economic times and were raised in a society that stressed morality, obligations, social norms, tradition, loyalty, self-denial and hard work as inherently valuable and one's duty. Growing up between two world wars and the Depression, scarcity and learning to go without, were commonplace. In the workplace, Veterans respect authority, accepting the traditional executive decision-making command model of management believing in its effectiveness. They value the paternalistic employment relationship, safe working conditions, job security, and benefits organisations offered. Veterans derive satisfaction from doing their jobs well and have built their work ethic on commitment, responsibility, and conformity as their ticket to success. Veterans believe in lifetime employment, company loyalty and paying one's dues in order to gain respect, power, status and corporate seniority. However, as a generation, they are now facing the challenge of co-workers with diverse values, lifestyles, and demands, burgeoning technology and non-traditional managers. **Baby boomers: A unique generation in the last century** Baby boomers who were born between 1943 and 1964 are the next oldest and generally the largest generational cohort in the workforce today. The post-war baby boom in New Zealand and in fact around the world created the most positive, doted upon generation the world had ever seen. Boomers were raised in an era of phenomenal national wealth and expansion claiming the world by right of inheritance and believing that every other generational cohort should follow their lead. Boomers are fiercely competitive having had to fight for everything due to the sheer number of their peers competing against them. As they became young adults they saw a redefinition of gender roles and family constellations and major social upheaval and change. Boomers' adulthood has been uniquely characterised by dramatic social changes including the women's movement, an increasingly technological and service orientated workforce and a shift toward a global economy (Lyon et al, 2011) Gursoy et al (2008) describe the traditional Baby boomers as workaholics who rarely job hop. They are dedicated, diligent, self-motivated employees who expect to be promoted based on their seniority and loyalty. Baby boomers are self-absorbed soul searchers striving for self-realisation. Lyon et al (2011) Boomers formed or joined self-help movements in drives implementing every fad management program on the market hoping it would be the quick fix they were looking for. Characterised by an attitude of self-immersion, an impatient desire for self-satisfaction and a weak sense of community, Boomers tend to work more from emotion and intuition than objective reason. Lyon et al (2001) report that in the workplace boomers are characterised as workaholic, strong willed employees who are concerned with both work content and material gain. Their work has often become their personal lives and the key to their personal identities. Baby boomers, born between 1946 and the mid-1960s, are not slacking off as they age; they are seen as hard-working and productive (The Economist, 2013). They tend to be driven, willing to go the extra mile with the motto "live to work". On the job, boomers expect to arrive early and to leave late; seeing visibility as the key to success. However, in return Boomers expect promotions, titles, corner offices, and reserved car parking spaces. Having excellent interpersonal and communication skills, Boomer excel at consensus building, mentoring, and effecting change. They use their keen appreciation for democracy and teamwork to form task forces to accomplish projects and goals. **Generation X** Generation X'ers were born between 1965 and 1981 and after Baby boomers is the next largest generational cohort in the workplace today. Whilst the title "Generation X" can be traced back to the author Douglas Coupland who wrote about late boomers and gave them the title "Generation X", the ubiquitous usage of the name can be attributed to media moguls who popularised the phrase during the mid-1990s. Xers grew up predominantly as "modern" kids in dual-income families where their parents were absorbed in consumerism. Xers therefore grew up teaching themselves what worked and what didn't and as a result they are a very independent generation. Being affected by their parents' skyrocketing divorce rate and inability to balance their work and family life, Xers vowed never to make the same mistake. Hence, Xers want quality of life, expecting balance and placing boundaries on the infringement of work on their personal lives living by the motto "work to live" and not "live to work". Being brought up in the information revolution shaped the way Xers learn, think, and communicate. Comfortable with the new technology, Xers have easily mastered the art of generating and analysing the huge amounts of facts and figures required in today's workplace. As a result Xers have learnt to value diversity: diverse nationalities, diverse family constellations, and diverse technology. Lyon et al (2011) explain that Xers learnt early on that loyalty was not a two way street, and that the "cradle to grave" job security of previous generations was a thing of the past. Xers therefore provide "just in time loyalty" doing a good job in return for employers meeting their job demands. Xers expect to be able to maintain career security and enhance their marketability through challenging jobs in which they are constantly learning. In order to do this, Xers seek alignment with organisations that value their competencies, reward productivity rather than longevity, and create a sense of community. Xers are pragmatic, hardworking, ambitious, selfish, and determined to succeed financially. As a generation they are collectively saying "no" to traditional management approaches in the workplace. They expect to be trusted to get the job done and being given the freedom and flexibility to set their own hours to do so. They also demand a technologically up-to-date work environment, competent, credible managers and co- workers, and managers who coach and mentor rather than command and micromanage (Lyon et al, 2011). Xers are also determined individualists, fiercely independent and expect their entrepreneurial spirit to add value to current operations. To retain Xer employee's employers need to offer variety, stimulation, and constant change to maintain their interest. To inspire Xers motivation managers need to reward innovation, make public displays of success, support personal growth, create opportunities for satisfying team work and personal responsibility and create a culture of fun. The individualistic Gen X cohort expects to be appreciated and rewarded as soon as they have achieved their organisational goals. When they have problems, they prefer to talk directly to their bosses for quick solutions. Unlike the Boomers, Gen X employees are not afraid to job hop because they are confident that each leap them in a higher position that pays more (Altimier, 2006). The Economist (2013) points out that the middle ranks of Generation Xers, who might be expected to be battling their way up the corporate ladder, are viewed as the best team players. **Generation Y** Generation Y referred to as "Nexters", "Millennials", Generation "Why?" and the "Internet Gen", were born between 1982 and 1994 and are the youngest generation in the workforce today, with most yet to enter. Generation Y are coming of age during a shift back towards virtue and values, are closer to their parents than Xers, show more concern for religion and community and due to recent economic expansion are more optimistic and positive. As a result they are generally more relaxed and confident in their abilities than previous generations. Growing up Generation Y was over-supervised with lives packed full of parental attention, structure, chaperones and after school programs leaving very little unplanned free time. As a result they expect employers to provide structure in the workplace and can sometimes lack spontaneity. Lyon et al (2011) point out that Generation Y, like Xers, are highly educated and technologically savvy seeing work that is not a learning experience leading to something better as a dead end and to be avoided. Sometimes referred to as the "Why" generation, they are also not afraid to voice their concerns and opinions and question authority. Having a keen sense of fairness and fair play in the workplace, they believe rules are rules and expect bosses to enforce them and not bend them. Though comfortable with authority, generation Y sees that that authority must be competent and have integrity. Contrary to some negative perceptions about Gen Y employees, they are comparatively more cooperative, better team players, and more optimistic about the future than their Baby Boomer and Gen X colleagues (Zemke et al., 2000). The authors claim that Gen Y employees are confident, civic-minded, and fast learners who are easily motivated by prompt praises and recognition. They dislike inflexible work schedules and rigid policies and procedures that control them. Gen Employees would remain longer in organisations that invest in sophisticated technologies and make their jobs interesting, challenging and entertaining. Maintaining a healthy balance between their personal and professional lives and valuing family and friends above all else is also paramount to Generation Y. In the workplace the team is very important to Generation Y. They are used to being organised into teams to get things done and being evaluated as a unit. Hence, they are comfortable with being remunerated as a group. **Implications for Organisations** In their study on generations in New Zealand, Lyon et al (2011) mention that organisations are finding that retaining and managing today's generations has become more demanding than supervising the more he compliant workers of yesterday. From the duty, honour, tradition and loyalty mantra of the Veteran generational cohort to the individualistic, authenticity, techno savvy generation Y cohort, the different faces of the New Zealand workforce need to work together. Kroll (2009) explains that managing four generations at work has become a key topic in human resources, experts say. The interest has been fuelled not only by the mix of worker ages, but also by the potential for intergenerational conflict as workplaces experience layoffs and other cutbacks during the recession. To maintain or gain competitive advantage, organisations must value diversity by developing new strategies that recognise employee's values and attitudes. It is becoming apparent that failing to value the ways that emerging generations are different from the "Establishment", leads to reduced productivity and ultimately stymied organisational growth. Thus understanding the values and attitudes of each of these generational cohorts will lead to more effective management, motivation, and retention of a diverse workforce. **Dealing with generational diversity** Dittmann (2005) sates that generational differences sometimes may cause clashes in the workplace, especially among workers on teams. For example, boomers may believe gen Xers are too impatient and willing to throw out the tried-and-true strategies, while gen Xers may view boomers as always trying to say the right thing to the right person and being inflexible to change. Traditionalists may view baby boomers as self-absorbed and prone to sharing too much information, and baby boomers may view traditionalists as dictatorial and rigid. And, gen Xers may consider millennials too spoiled and self- absorbed, while millennials may view gen Xers as too cynical and negative. Comparatively, Kroll (2009) points out that those varying frames of reference can greatly influence work perspective. Traditionalists, shaped by a country uniting behind the war effort, tend to be loyal employees who respect authority. Baby Boomers, who came of age in a time of unprecedented economic prosperity, are often driven to succeed. Gen Xers, often latchkey kids who came of age to see fading job security in a wounded economy and rising divorce rates, have a sceptical outlook. Millennials, who grew up with the Internet and other technological advances that revolutionised society, shun respect for the status quo. Deal (2007) agrees that the justifications for intergenerational conflict is weak and believes that individuals from all generations have more similarities than dissimilarities. They share several common family values such as honesty, love, happiness, a sense of worth, respect, and conscientiousness that shape their work values and expectations. All employees want their peers and superiors to value them and they want to work in a safe and harmonious place. **Addressing the challenge of generational diversity** Communication is vital in order for businesses to be successful. American corporations have been slow to recognise the importance of generational changes in the workplace and have not planned effectively to prevent a demographic meltdown (Lindborg, 2008). Next, Generational diversity training is a critical element to the success of today's workforce. Generational diversity training that includes a focus on this is important to effectively deal with all employees. Just as blended learning captures all valuable mediums to accommodate different learning styles, such concepts should be implemented to address the various learning and work styles of different generations. Mentoring can be used to leverage generational diversity. Yamamura and Stedham (2007) stated that mentorship could be an effective, informal method to bridging the gap between generations. New professionals should be paired with experienced mentors who can provide practical guidance and support **Chapter 4 Exercises** Name:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Date:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Class:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Score:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ I.DISCUSSION 1. What are the four main generations of employees at work? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 2. How is the baby boomer perceived as a unique generation in hospitality and tourism industry? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 3. What differences exist between the young and the old baby boomer? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 4. What advantage might Generation Y have in terms of education and income advantage in hospitality and tourism industry? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 5. How does the generation gap affect diversity at work in hospitality and tourism industry? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 6. How can communication overcome generation gaps at work in hospitality and tourism industry? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 7. How may mentoring and succession planning bridge differences between older and young workers today? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ **CHAPTER 5:** SOCIAL CLASS IN WORKPLACE DIVERSITY **Introduction** As every individual wants to move up the ladder in his life in quest for a better living, he seeks moving to a higher social class. The class concept is common to any society and is marked with inequalities are high in certain societies. Where classes are well differentiated, they speak of themselves. The elite class forms part of the select few, rich and fortunate people capable of aiming for the highest living standards and benefiting from the material wealth that they boast over others. This class also gets the envy from the other classes which are weaker in terms of wealth, influence and admiration in society. Traditional societies have established notions of social class illustrating how the chieftains were respected in their groups and how others had to toil and provide their leaders with what they needed. This idea is also analogous to a community of bees with a queen and her numerous slaves or workers. Combing back to the human society, issues about social class are changing in the course of time as people tend to aim for higher iving standards. This chapter portrays social class within diversity. This is something that should not be neglected since employees of different social groups add to the diversity of an organisation. With aspirations for better existence, there are efforts undertaken by each and every one to get more qualified and move up the ladder. There is a contrast however. The rich are getting richer and the poor are becoming poorer with higher levels of disparity among them. Is this problem clearly addressed? **Types of classes in society** Social class refers to a group of people with similar levels of wealth, influence, and status. Hartcourt (2014) provides a basic illustration of social classes in today's society by paying attention to the main types of classes that exist in the current societal structure. **The lower class** The lower class is typified by poverty, homelessness, and unemployment. People of this class, few of whom have finished high school, suffer from lack of medical care, adequate housing and food, decent clothing, safety, and vocational training. The media often stigmatise the lower class as "the underclass\", inaccurately characterising poor people as welfare mothers who abuse the system by having more and more babies, welfare fathers who are able to work but do not, drug abusers, criminals, and societal \"trash\". **The working class** The working class are those minimally educated people who engage in "manual labour" with little or no prestige. Unskilled workers in the class -- dishwashers, cashiers, maids, and waitresses -- usually are underpaid wand have no opportunity for career advancement. They are often called the working poor. Skilled workers in this class-carpenters, plumbers, and electricians -- are often called blue collar workers. They may make more money than workers in the middle class - secretaries, teachers, and computer technicians; however, their jobs are usually more physically taxing, and in some cases quite dangerous. **The middle class** The middle class are the "sandwich" class. These white collar workers have more money than those below them on the "social ladder", but less than those above them. They divide into two levels according to wealth, education, and prestige. The lower middle class is often made up of less educated people with lower incomes, such as managers, small business owners, teachers, and secretaries. The upper middle class is often made up of highly educated business and professional people with high incomes, such as doctors, lawyers, stockbrokers, and CEOs. **The upper class** Comprising only 1 to 3 percent of the United States population, the upper class holds more than 25 percent of the nation's wealth. This class divides into two groups: lower-upper and upper-upper. The lower- upper class includes those with "new money", or money made from investments, business ventures, and so forth. The upper-upper class includes those aristocratic and \"high-society\" families with \"old money\" who have been rich for generations. These extremely wealthy people live off the income from their inherited riches. The upper- upper class is more prestigious than the lower-upper class. Wherever their money comes from, both segments of the upper class are exceptionally rich. Both groups have nore money than they could possibly spend, which leaves them with much leisure time for cultivating a variety of interests. They live in exclusive neighbourhoods, gather at expensive social clubs, and send their children to the finest schools. As might be expected, they also exercise a great deal of influence and power both nationally and globally. **Social mobility** The fact of social mobility is closely tied to facts about social inequality and facts about social class. In highly egalitarian society there would be little need for social mobility. Thoma (2009) points out that in a society with a fairly persistent class structure there is also relatively little social mobility -- because there is some set of mechanisms that limit entry and exit into the various classes. In the simplest terms, a social class is a sub- population within a society in which parents and their adult children tend to share similar occupations and economic circumstances of life. It is possible for a society to have substantial inequalities but also a substantial degree of social mobility. But there are good sociological reasons to suspect that this is a fairly unstable situation; groups with a significant degree of wealth and power are also likely to be in a position to arrange social institutions in such a way that privilege is transmitted across generations **Chapter 5 Exercises** Name:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Date:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Class:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ Score:\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ I.DISCUSSION 1. What is the importance of class diversity at work in hospitality and tourism industry? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 2. What are the three main classifications of social class? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 3. Why do class differences matter at work? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 4. Why is social class difference profound in developing nations? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 5. What benefits can social class bring to diversity in hospitality and tourism industry? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 6. What developments are taking place regarding social differences in sub-Saharan Africa? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 7. How may economic problems pose a challenge to social class diversity? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ 8. How may a harmonisation of social class differences impact organisations today? \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ **CHAPTER 6** IMPACT OF CULTURE ON WORKPLACE DIVERSITY **Introduction** ***Culture*** is broadly described as the set of norms, values, beliefs, rites and language that are followed a group of people. Culture does not exist in isolation although one can speak of a highly-cultured human being. This sharing of values and beliefs makes one group distinctive from the other one hence contribute to versity among communities worldwide. This is evidently wealth that one can consider in the form of the rious cultural manifestations and practices undertaken globally. Next, it is interesting to see how culture blends within the work environment. All managers are eager to see their business prosper. From an ethnocentric perspective of the organisation to a polycentric one which is more visible today than ever before, managers have to deal with people from different cultures. This challenge just increases when companies start their operations abroad and engage themselves in multinational operations. Logically, businesses must find out some or many benefits from cultural integration. Since companies trade beyond their traditional barriers, they will have to consider the importance of culture. A case study included in this chapter focuses on Coca-Cola, the world famous soft-drink bottler, on its endeavour to embrace diversity through cultural integration. Already, Coca-Cola does it with its various advertisements targeted for different audiences whereby the differences in culture are overcome by the corporate vision of the multinational. Couture is not merely understanding one from a certain point of view and assuming that overcoming differences among different people working together will certainly eliminate such gaps and favour good work opportunities among the workers. This is not an easy task and the need for sensitivity or diversity training should be an all-inclusive element for a firm's sustainability within its diversity programme. This chapter also covers two contrasting views of culture through the 7-step model of Trompenaars with the one of Hofstede. Both models are different in terms of the elements that they consider but similarities exist such as how cultures could be perceived as individualistic or common. There are also similarities in terms of long-term orientation and tiome synchronisation. Basically, these two models of culture apply to an international context but they impact on workplace diversity. A good understanding of both models, albeit their weaknesses, help the student have a good grasp of cultural implications in diversity from a conceptual perspective. Culture will remain a pending issue in business seen from what is generally taking place in the world with numerous strife being caused by religious and cultural differences. It is up to managers to see how sensitive issues relating to culture can be best approached and how they can avoid prejudice to people from different cultures. Getting all cultural differences on board does matter and this is where there is a need to find out harmony among the workers. Companies claiming themselves as culturally open are those which are more likely to succeed than others. It is right time to scorn off negative values on culture and rather think how one can talk business globally by valuing differences and making the best of individualities in the cultural melting pot. **Managing Cultural Diversity in the Workplace** From our increasingly diverse domestic workforce to the globalisation of business, cultural competence is arguably the most important skill for effective work performance in the 21^st^ century. What is cultural diversity in the workplace? Culture refers to the values, norms, and traditions that affect the way a member of a group typically perceives, thinks, interacts, behaves, and makes judgments (Alpert, 2015). It even affects perceptions of time, which can impact day-to-day scheduling and deadlines. Cultural competence, in brief, is the ability to Interact effectively with people from different cultures. This ability depends on awareness of one's own cultural worldview, knowledge of other cultural practices and worldviews, tolerant attitudes towards cultural differences, band cross-cultural skills. The more different cultures work together, the more cultural competency training is essential to avoid problems. Cultural problems can range from miscommunication to actual conflict, all endangering effective worker productivity and performance. Developing cultural competence results in an ability to understand, communicate with, and effectively interact with people across cultures, and work with varying cultural beliefs and schedules. While there are myriad cultural variations, Alpert (2015) suggests some essential differences at the workplace below. **Communication** Providing information accurately and promptly is critical to effective work and team performance. This is particularly important when a project is troubled and needs immediate corrective actions. However, people from different cultures vary in how, for example, they relate to bad news. People from some Asian cultures are reluctant to give supervisors bad news -- while those from other cultures may exaggerate it. **Team-building** Some cultures -- like the United States -- are individualistic, and people want to go it alone. Other cultures value cooperation within or among other teams. Team-building issues can become more problematic as teams are comprised of people from a mix of these cultural types. Effective cross-cultural team-building is essential to benefiting from the potential advantages of cultural diversity in the workplace. **Time** Cultures differ in how they view time. For example, they differ in the balance between work and family life, and the workplace mix between work and social behaviour. Other differences include the perception of overtime, or even the exact meaning of a deadline. Different perceptions of time can cause a great misunderstanding and mishap in the workplace, especially with scheduling and deadlines. Perceptions of time underscore the importance of cultural diversity in the workplace, and how it can impact everyday work. **Cultural Diversity trends and examples** Cultural diversity is a form of appreciating the differences in individuals. The differences can be based on gender, age, sex, ethnicity, sexual orientation, and social status. Companies have realised the value in acquiring a diverse workforce. Lombardo (2013) identifies certain trends and examples that are likely to affect today's workplace from a cultural point of view. They are as follows: **The growth of minority workforce** Today's workforce is made up of a very diverse population of individuals from every part of the world, which creates dynamic multiracial and multicultural organisations. Such diversity brings with it many differences in skills, abilities and experiences. Because modern companies value having a very diverse workforce themselves, they ensured that human resources recruited a minority representation within the corporation. This created an atmosphere where different viewpoints and ideas came out of brainstorming sessions and were welcome. Labour Program (2013) points out that Canada is one of the most ethnically diverse countries in the world. According To the 2006 Canadian Census, visible minorities in Canada make up 16% (5,068,090) of a total population of 31,241,030 and 15% (2,811,390) of a total workforce of 18,418,100. Between 1996 and 2006, the visible minority population grew 59% and its workforce grew 76% compared to 3% and 12% respectively for people who are not members of a visible minority. **A growth of stereotyping and prejudices** This can be hard to avoid when so many different cultures come together in a work environment. Maddox (2013) explains that racial stereotyping, prejudice, and discrimination reflect the human tendencies to conceptualise and value certain configurations of phenotypic features differently, and act on these thoughts and feelings in our interactions with members of racial categories. Many of us, particularly students of prejudice, can recruit from memory vivid examples of racial bias and its consequences. In both overt and subtle forms, stereotyping, prejudice, and discrimination exhibited among individuals belonging to different racial categories has long been significant source of social strife in American society and abroad. **Companies are embracing is the addition of sensitivity or diversity training** This type of training educates all employees about cultural differences so that they can understand and appreciate each other. The purpose of sensitivity training is to teach employees how to properly act and communicate in a corporate environment. Mason and Sompayrac (2015) stress that sensitivity training is often offered by organisations and agencies as a way for members of a given community to learn how to better understand and appreciate the differences in other people. It asks training participants to put themselves into another person's place in hopes that they will be able to better relate to others who are different than they are. Topics covered in a sensitivity training session will include learning proper etiquette, appropriate terminology, improvement of communication skills, anti-bullying management styles and how to eliminate sexual harassment within a company. **A large increase of females in the workforce** In fact, over the past few decades, women's participation in the workforce has grown dramatically to account for almost half of the labour force. Unicef (2015) comments that women in Malaysia have increasingly become gaged in modern sector employment, a growth that was especially marked when the expansion of the manufacturing sector was at its peak in the 1980s. Increasing female labour force participation requires balancing their competing responsibilities within the family and the workplaces. Flexible time arrangements at work, safe And high quality childcare facilities as well as "teleworking" will support increasing women's labour force participation. **Corporations are more open to hiring individuals with disabilities and accepting different abilities** While still considerably underused, organisations are quickly beginning to realise that disabled workers are a vital part of the workforce. The advent of new technologies and accommodations has allowed organisations to recruit and utilise disabled workers in their labour force. Likewise, there has been an increase and appreciation for individuals with unique talents and abilities (Lombardo, 2013). Technology and an appreciation for all types of educational training and skills allowed companies to tap into a section of workers that other companies ignored. **An increase in the ageing employment pool of workers** As employers seek to fill new positions or replace existing workers, they will face the boom and bust labour cycle and will need to consider how the age mix of the labour pool has changed. They may need to consider hiring either younger workers or senior workers as the pool of mature workers stabilises or shrinks. Recruiting and training less-experienced younger workers may be an option when older workers leave the workforce. Similarly, retention and possibly retraining of mature workers may become increasingly attractive (Hayutin et al, 2013). Hayutin et al (2013) point out that employed older workers are likely to be reluctant to leave their jobs in part due to financial reasons and in part due to how difficult it is for unemployed workers 55+ to find a new job. As a result, employers might think about creating more flexible work exit options that allow employees to transition out of the workplace gradually while maintaining some of their benefits and continuing to contribute to the company. **Understanding the dimensions of cultural diversity** Diversity management is a process intended to create and maintain a positive work environment where the similarities and differences of individuals are valued, so that all can reach their potential and maximise their contributions to an organisation's strategic goals and objectives. According to Patrick and Rajkumar (2012) as the importance of diversity in the organisational context has increased manifold, most organisations would like to research on diversity -- organisational culture linkage, its effect on diversity openness, and between diversity and performance both at individual and organisational levels. Organisations should design and support organisational culture that maximises the benefits of diversity, and use that culture to manage various groups of organisational members, project teams, business start-up teams, customer service response teams, and top management. It would be worthwhile if these strategies were implemented more often in IT organisations to increase workplace diversity (Patrick and Rajkumar, 2012) **The Seven Dimensions of Culture** The Seven Dimensions of Culture is the most recognised cultural theory model co-created by Trompenaars and Hampden-Turner. The theory was first published in the aforementioned book in 1997. The theory was created to help understanding and managing cultural differences. The Seven Dimensions model was created after 10 years of active worldwide research. According to Tangient (2015), Trompenaars' theory focuses on the way people think, their foresights, behaviour and future expectations using three basic yardsticks; elationship with others, time and environment. He believed culture is a way a group of people solve problems. To a large extent, these are valid points because culture revolves around our orientation and behaviour. **Trompenaars' Seven Dimensions of Culture** **Universalism v/s Particularism.** The dimension universalism v/s particularism is the standards by which relationships are measured. Universalist societies tend to feel that general rules and obligations are the source of moral reference. They are inclined to follow the rules, no matter the situation, and look for the single best way f dealing fairly with all

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