1.
Chapter Nineteen:
Managing Workforce Diversity
and Wellness
Presented by,
Revathi Rajan
Akshay V Kumar

2.
Objectives
 To examine human resources management
interventions that address increasing workforce
diversity and employee wellness.
 To understand how OD efforts can enhance
traditional human resource approaches to these
issues.

3.
Work Diversity Dimensions &
Interventions

4.
Age Diversity
 Trends
 Median age up
 Distribution of ages changing
 Implications
 Health care
 Mobility
 Security
 Interventions
 Wellness programs
 Job design
 Career development and planning
 Reward systems

5.
Gender Diversity
 Trends
 Percentage of women in work force increasing
 Dual-income families increasing
 Implications
 Child care
 Maternity/paternity leaves
 Single parents
 Interventions
 Job design
 Fringe benefit rewards

6.
Disability Diversity
 Trends
 The number of people with disabilities entering the work
force is increasing
 Implications
 Job skills and challenge issues
 Physical space design
 Respect and dignity
 Interventions
 Performance management
 Job design
 Career planning and development

7.
Culture and Values Diversity
 Trends
 Rising proportion of immigrant and minority-group workers
 Shift in rewards
 Implications
 Flexible organizational policies
 Autonomy
 Affirmation and respect
 Interventions
 Career planning and development
 Employee involvement
 Reward systems

8.
Race/Ethnicity Diversity
 Trends
 Minorities represent large segments of workforce and a small
segment of top management/senior executives
 Qualifications and experience of minority employees is often
overlooked
 Implications
 Discrimination
 Interventions
 Equal employment opportunities
 Mentoring programs
 Education and training

9.
Sexual Orientation Diversity
 Trends
 Number of single-sex households up
 More liberal attitudes toward sexual orientation
 Implications
 Discrimination
 Interventions
 Equal employment opportunities
 Fringe benefits
 Education and training

10.
A Model of Stress and Work
Occupational Stressors
• Physical Environment
• Individual: role conflict and
ambiguity, lack of control
• Group: poor peer, subordinate or
boss, relationships
• Organizational: poor design, HR
policies, politics
Stress
• How the
individual
perceives the
occupational
stressors
Consequences
• Subjective:
anxiety, apathy
• Behavioral: drug
and alcohol abuse
• Cognitive: poor
focus, burnout
• Physiological: high
blood
pressure and pulse
• Organizational: low
productivity,
absenteeism, legal
action
Individual Differences
Cognitive/Affective:
Type A or B, hardiness,
social support, negative
affectivity
Biologic/Demographic:
Age, gender, occupation, race

11.
Stress and Wellness
Workplace Interventions
 Role Clarification
 A systematic process for determining expectations and
understanding work roles
 Supportive relationships
 Establish trust and positive relationships
 Work Leaves
 Health Facilities
 Employee Assistance Programs