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Chapter 2 Diversity in Organizations Page 42
An Ethical Choice
Affirmative Action for Unemployed Veterans
This exercise contributes to:
discrimination undermines organizational effectiveness
Learning Outcomes: Describe the factors that influence the formation of individual attitudes and values; Apply the
study of perception and attribution to the workplace; Define diversity and describe the effects of diversity in the
workforce
AACSB: Diverse and multicultural work environments
immense growth has prompted the coalition to commit to raise its goal to hiring 1,000,000 U.S.
military veterans and to change its name to the Veteran Jobs Mission. Is this an ethical choice all
businesses should be emulating?
Few people would disagree there is a need to address the plight of returning soldiers in America.
Fund. Veterans need jobs. But is affirmative action justified, or are these former soldiers not
competing well in the job market?
According to some veterans, the returning solders are not competitive in the marketplace. Erik
Sewell, an Iraq war veteran, suggested the reason the veteran unemployment rate is poor is partly
veterans suffer from post-traumatic stress disorder (PTSD). Despite concerns, some managers
report that veterans’ work ethic, team outlook, and receptivity to training are greater than among
the general populace.
Sometimes, affirmative action is needed to give an unfairly disadvantaged workforce segment an
Chapter 2 Diversity in Organizations Page 43
all prospective employees from the desired groups. But any affirmative action program risks
including under-qualified individuals from the target group while excluding qualified individuals
from other workforce segments, creating reverse discrimination.
(May 21, 2014), http://news .walmart.com/news-archive/2014/05/ 21/walmart-celebrates-more-than-40-000-
hires-in-first-year-of-veterans-commitment; B. Yerbak and C. V. Jackson, “Battling to Get More Vets in the Work Force,” Chicago Tribune
(October 28, 2012), http:// articles.chicagotribune.com/2012-10-28/ business/ct-biz-1028-vets-20121028_1_ train-
veterans-unemployment-rate-war-zone; and “Veterans Unemployment Drops but Remains High,” HR Magazine, February 2013, 16.
Class Exercise
1. Have the students divide into groups of four to five students.
3. After interviewing numerous veterans, and not finding a promising candidate, a candidate
who had been on the short list prior to the company’s new policy toward war veterans
remains on the top of the list.
4. Have students prepare a letter to their boss outlining why the most promising candidate
should be overlooked in favor of a less qualified veteran, and a letter outlining why the
promising candidate should be hired even if it goes against company policy.
5. Ask students to vote on which individual is offered the new job. Discuss what this means
for their prospects in the job market.
Teaching Notes
This exercise is applicable to face-to-face classes or synchronous online classes such as
BlackBoard 9.1, WIMBA, and Second Life Virtual Classrooms. See
(http://www.wimba.com/solutions/higher-education/wimba_classroom_for_higher_education) and
(http://docplayer.net/19442732-Effective-use-of-collaboration-tools-for-online-learning-jennifer-pontano-k
e-anna-skipwith-drexel-university-e-learning-2-0-conference-march-2011.html) for more information.
MyLab Management
Watch It!
Verizon: Diversity
Chapter 2 Diversity in Organizations Page 44
If your instructor has assigned this activity, go to www.pearson.com/mylab/management to complete the
video exercise.
MyLab Management
Personal Inventory Assessments
Multicultural Awareness Scale
Are you aware of intercultural dynamics? Take this PIA to assess your intercultural sensitivity.
MyLab Management
Try It!
Human Resources
If your instructor has assigned this activity, go to www.pearson.com/mylab/management to
complete the video exercise.
Myth or Science?
“Bald is Better”
This exercise contributes to:
Learning Objectives: Describe how the key biographical characteristics are relevant to OB
Learning Outcomes: Describe the factors that influence the formation of individual attitudes and values; Apply the
study of perception and attribution to the workplace; Define diversity and describe the effects of diversity in the
workforce
AACSB: Diverse and multicultural work environments
Surprisingly, it appears true that bald is better for men in the workplace. A recent study showed
that observers believe a male’s shaved head indicates greater masculinity, dominance, and
leadership potential than longer or thinning hair. Thinning hair was perceived as the least
powerful look, and other studies have agreed that male-pattern baldness (where some hair
remains) is not considered advantageous. But why is this?
In some respects, the reported youthful advantage of a shaved head is counterintuitive. Because
we have more hair when we are young, and our culture considers youthfulness a sign of
capability (if you doubt this, see the sections on aging in this chapter), it would make more sense
Chapter 2 Diversity in Organizations Page 45
for a hairless head to be a distinct disadvantage. Yet the media is loaded with images of powerful
men with shaved heads – military heroes, winning athletes, and action heroes. No wonder the
study participants declared the men with shaved heads were an inch taller and 13 percent
stronger than the same men with hair.
A bald head has become the hallmark of some important CEOs, notably Jeff Bezos of Amazon,
Lloyd Blankfein of Goldman Sachs, Marc Andreessen of Netscape, and “Shark Tank” investor
Daymond John. Men who shave their heads report it can give them a business advantage,
whether or not it makes them look younger (which is debatable). According to psychologist
Caroline Keating, just as older silver-back gorillas are “typically the powerful actors in their
social groups,” so it is in the office, where baldness may “signal who is in charge and potentially
dangerous.” Research professor Michael Cunningham agrees, adding that baldness “is nature’s
way of telling the rest of the world you are a survivor.” Men with shaved heads convey
aggressiveness, competitiveness, and independence, he adds. Will you join the 13 percent of men
who shave their heads? Though we don’t wish to advocate head shaving for this reason, it does
demonstrate how biased we continue to be in judging people by superficial characteristics. Time
will tell if this situation ever improves.
Sources: D. Baer, “People Are Psychologically Biased to See Bald Men as Dominant Leaders,” Business Insider (February 13, 2015),
http://www.businessinsider.com/bald-men- signals-dominance-2015-2; J. Misener, “Men with Shaved Heads Appear More Dominant, Study
Finds,” The Huffington Post (October 1, 2012), www.huffingtonpost.com/2012/10/01/bald-men-dominantshaved-heads-study_n_1930489.html;
A. E.
Mannes, “Shorn Scalps and Perceptions of Male Dominance,” Social Psychological and Personality Science, (2012), doi:
10.1177/1948550612449490; and R. E. Silverman, “Bald Is Powerful,” The Wall Street Journal (October 3, 2012), B1, B6.
Class Exercise
2.Have students relate their own experiences or those of close friends to determine if any of
because of their hair.
discrimination in the workplace?
4.Finally, as a class, ask students to look at images of men with shaved heads and men with
full heads of hair. Ask students to write down the first thought that comes to mind.
Tabulate the results and discuss what they mean for men looking for a job or a promotion.
Teaching Notes
This exercise is applicable to face-to-face classes or synchronous online classes such as
BlackBoard 9.1, WIMBA, and Second Life Virtual Classrooms. See
(http://www.wimba.com/solutions/higher-education/wimba_classroom_for_higher_education),
(http://go.secondlife.com/landing/education/) and
(http://docplayer.net/19442732-Effective-use-of-collaboration-tools-for-online-learning-jennifer-pontano-k
e-anna-skipwith-drexel-university-e-learning-2-0-conference-march-2011.html) for more information.
Chapter 2 Diversity in Organizations Page 46
Career OBjectives
Should I come out at work?
This exercise contributes to:
Learning Objectives: Describe how the key biological characteristics are relevant to OB; Describe how
organizations manage diversity effectively
Learning Outcomes: Describe the factors that influence the formation of individual attitudes and values; Apply the
study of perception and attribution to the workplace; Define diversity and describe the effects of diversity in the
workforce
AACSB: Diverse and multicultural work environments
I’m gay, but no one at my workplace knows it. How much should I be willing to tell? I want to
be sure to have a shot at the big positions in the firm. —Ryan
Dear Ryan:
Unfortunately, you are right to be concerned. Here are some suggestions:
• Look for an inclusive company culture. Apple CEO Tim Cook said, “I’ve had the good fortune
to work at a company that loves creativity and innovation and knows it can only flourish when
you embrace people’s differences. Not everyone is so lucky.” Recent research has focused on
discovering new methods to counteract a discrimination culture in the United States, the United
Kingdom, and Australia.
• Choose your moral ground. Do you feel you have a responsibility to “come out” to help effect
social change? Do you have a right to keep your private life private? The balance is a private
decision. A recent study by the U.S. Human Rights Campaign indicated that only half of LGBT
employees nationwide disclose their status.
gay status a secret.
• Weigh your options. The word from people at the top who are gay (some who have come out
and others who have not) is mixed. Brooke said, “Life really did get better” after she announced
her status in a company sponsored video. Mark Stephanz, a vice chairman at Bank of America
Merrill Lynch, agreed, remarking that “most people still deal with you the same way they always
status.
So, think about your decision from both an ethical and a self-interested point of view. Your
timing depends not only on what you think are your ethical responsibilities, but also on your
context – where you work, the culture of your organization, and the support of the people within
it. Thankfully, globalization is ensuring that the world becomes increasingly accepting and fair.
Good luck in your career!
Chapter 2 Diversity in Organizations Page 47
Workplace: When Do Observers Intervene?” Journal of Organizational Behavior (May 2012): 488–509. The
opinions provided here are of the managers and authors only and do not necessarily reflect those of their
organizations. The authors or managers are not responsible for any errors or omissions, or for the results obtained
from the use of this information. In no event will the authors or managers, or their related partnerships or
opinions provided here.
Point/Counterpoint
Affirmative Action Programs Have Outlived Their Usefulness
Chapter 2 Diversity in Organizations Page 48
This exercise contributes to:
diversity effectively
Learning Outcomes: Describe the factors that influence the formation of individual attitudes and values; Apply the
study of perception and attribution to the workplace; Define diversity and describe the effects of diversity in the
workforce
AACSB: Diverse and multicultural work environments
Point
started, but that was all a long time ago. The practice, now outlawed in Arizona, California,
Florida, Michigan, Nebraska, New Hampshire, Oklahoma, and Washington, raises the percentage
of minority individuals but does not create a positive diversity climate. Here’s why:
Affirmative action lowers the standards for everyone by shifting the criteria for admission
minority students are not helped by AAP in pursuing higher education. In fact, a large-scale
study showed that minority law students who attended schools best matched to their LSAT
scores performed better than those who went to higher-ranked schools than their scores
would warrant without affirmative action.
policies.
Affirmative action has run its course to increase diversity, and it’s time to create true equality by
focusing on merit-based achievements.
Counterpoint
Affirmative action was enacted to ensure equality, and it’s still needed today. When the United
Chapter 2 Diversity in Organizations Page 49
remain at a disadvantage. Therefore, what we should be asking is: are minority groups faring as
well as majority groups in the United States? No, they are not-not by any indicator.
South Africa has affirmative action for blacks through the Equal Employment Act; China has
Brazil, Finland, France, New Zealand, and Romania have education AAPs; Germany’s Basic
Law has AAPs for women and those with handicaps; Russia has quotas for women and ethnic
minorities; and Canada’s Employment Equity Act provides affirmative action to women, the
disabled, aboriginal people, and visible minorities.
If we change anything about affirmative action, we should expand the program until the
achievements of underserved groups fully match those of long-overprivileged groups.
Sources: D. Desilver, “Supreme Court Says States Can Ban Affirmative Action: 8 Already Have,” Pew Research
Center Thinktank (April 22, 2014),
http://www.pewresearch.org/fact-tank/2014/04/22/supreme-court-says-states-can-ban-affirmative-action-8-already-h
Zimmer, “Affirmative Action’s Hazy Definitions,” The Wall Street Journal (April 26–27, 2014), C4. With help from
Wikipedia.
Class Exercise
1. Assign teams of students comprising of three students each.
2. Assign Point or Counterpoint to each group.
library fact-finding supporting their assigned positions.
4. In class, draw lots from groups assigned to a position.
6. Repeat for other groups.
or
Chapter 2 Diversity in Organizations Page 50
and draws conclusions based on facts.
Teaching Notes
(http://go.secondlife.com/landing/education/) and
(http://docplayer.net/19442732-Effective-use-of-collaboration-tools-for-online-learning-jennifer-pontano-k
e-anna-skipwith-drexel-university-e-learning-2-0-conference-march-2011.html) for more information.
