HealthStream Regulatory Script

Transcription

1 HealthStream Regulatory Script [Diversity in the Workplace] Version: [ ] Lesson 1: Introduction Lesson 2: Significance of Workplace Diversity Lesson 3: Diversity Programs Lesson 4: Doing Your Part

2 Lesson 1: Introduction 1001 Introduction Welcome to the introductory lesson on diversity in the workplace. IMAGE: 1001.JPG In this nation of tremendous diversity, the workforce is more complex than ever before, with increasing numbers of: Women Cultural minorities Aging employees To benefit from the diversity present in our workplace, we must learn to accept, value, and actively manage it. If we do not learn to value our diversity, we risk: Loss of productivity and excellence Creation of conflict and strife Legal repercussions [glossary] As your partner, HealthStream strives to provide its customers with excellence in regulatory learning solutions. As new guidelines are continually issued by regulatory agencies, we work to update courses, as needed, in a timely manner. Since responsibility for complying with new guidelines remains with your organization, HealthStream encourages you to routinely check all relevant regulatory agencies directly for the latest updates for clinical/organizational guidelines. Point 1 of 4 2

3 1002 Course Rationale This course has been designed to enhance both 1) your appreciation of diversity and 2) your ability to manage diversity in the workplace, by providing you with information on: IMAGE: 1002.JPG The significance of diversity in the workplace Organizational diversity programs Supporting and valuing diversity Point 2 of 4

4 1003 Course Goals After completing this course, you should be able to: NO IMAGE Define diversity and recognize the potential benefits of valuing diversity in the workplace. Identify the legal aspects of valuing diversity. List the goals and components of an organizational diversity program. Specify your role in managing workplace diversity. Point 3 of 4

5 1004 Course Outline This introductory lesson presents the course rationale, course goals, and course outline. FLASH ANIMATION: 1004.SWF/FLA Lesson 2 discusses the significance of diversity, including how diversity affects you and your organization as a whole, as well as the legal implications of diversity. Lesson 3 describes an organizational diversity program. Finally, lesson 4 discusses key attitudes and behaviors for making diversity work. Point 4 of 4

6 Lesson 2: Significance of Workplace Diversity 2001 Introduction Welcome to the lesson on the significance of diversity in the workplace. FLASH ANIMATION: 2001.SWF/FLA Point 1 of 16

7 2002 Objectives After completing this lesson, you should be able to: NO IMAGE Identify sources of diversity in the workforce. Recognize what it means to value diversity. List potential benefits of valuing diversity. Recognize legislative requirements related to workplace diversity. Point 2 of 16

8 2003 Defining Diversity When we think of diversity, we often think first of differences in race, gender, ethnicity [glossary], and age. IMAGE: 2003.GIF In fact, diversity comes from many other factors as well. For example, people in your workplace also differ according to: Marital status Parental status Job position Income Education Work experience Military experience Sexual orientation Religious beliefs Other beliefs, attitudes, and values Personality Learning and working styles Point 3 of 16

9 2004 Significance of Diversity With all of these differences among workers, it is easy to see that diversity is not just about certain racial groups, ethnic minorities, or women. IMAGE: 2004.JPG Workplace diversity is about all of us. Our differences, however, do not need to bring us into conflict. On the contrary, when we learn to accept and embrace our differences, we turn diversity into an asset, rather than a potential source of suffering. Point 4 of 16

10 2005 What It Means to Value Diversity Valuing diversity means learning to: IMAGE: 2005.JPG Accept and appreciate differences among people, rather than attempting to ignore, dismiss, or correct differences. Create an empowering work environment, in which employees understand one another and work together as a team. Avoid perpetuating in-group/out-group attitudes and behaviors (in which certain members of the workforce are treated as insiders, and others are treated as outsiders). Acknowledge the strengths and weaknesses of each individual. Appreciate the similarities, as well as the differences, among people. Point 5 of 16

11 2006 Benefits of Valuing Diversity Benefits of valuing diversity include: IMAGE: 2006.GIF Personal exploration and growth Increased productivity Compliance with applicable laws and regulations Let s take a closer look at each. Point 6 of 16

12 2007 Personal Exploration and Growth Diversity training encourages introspection [glossary] and selfreflection. IMAGE: 2007.GIF As workers examine their own values, beliefs, attitudes, assumptions, and biases, they may learn to: Question social conditioning [glossary]. Develop broader perspectives. Point 7 of 16

13 2008 Increased Productivity A positive and inclusive work environment, in which employees understand, accept, and respect one another, enables all employees to work more effectively. IMAGE: 2008.GIF Therefore, to value diversity is to create a more productive work environment. In addition: Eliminating in-group/out-group attitudes and behaviors can remove substantial barriers to achieving group goals. Differences in perspectives and assumptions often lead to successes, when team members learn to turn differences into win-win solutions, rather than conflicts. Remember, human beings have a powerful need to be accepted and valued. Meeting this need can be a significant motivator in the work environment! Point 8 of 16

14 2009 Legal Compliance Organizations that value diversity are likely to maintain compliance with legislation that prohibits discrimination in the workplace. This legislation includes: Title VII of the Civil Rights Act of 1964 The Equal Pay Act of 1963 (EPA) The Age Discrimination in Employment Act of 1967 (ADEA) Titles I and V of the Americans with Disabilities Act of 1990 (ADA) Sections 501 and 505 of the Rehabilitation Act of 1973 The Civil Rights Act of 1991 Click on each item of legislation to learn more. CLICK TO REVEAL Title VII of the Civil Rights Act of 1964 Under Title VII, it is illegal to discriminate against an employee (or potential employee) on the basis of race, color, religion, sex, or national origin. Note: The prohibition against sex discrimination includes protections against sexual harassment and pregnancy-based discrimination in the workplace. Equal Pay Act of 1963 (EPA) Under the EPA, men and women in the same organization must receive equivalent pay for equivalent work. The Age Discrimination in Employment Act of 1967 (ADEA) The ADEA protects persons aged 40 and over from discrimination in the workplace. Titles I and V of the Americans with Disabilities Act of 1990 (ADA) Under Titles I and V, it is illegal to discriminate against a qualified employee (or potential employee) on the basis of a disability. Sections 501 and 505 of the Rehabilitation Act of 1973 Under Sections 501 and 505, it is illegal for the federal government to discriminate against a qualified employee (or potential employee) on the basis of a disability. Civil Rights Act of 1991 This act has many provisions, including providing for monetary damages in cases of intentional employment discrimination. Point 9 of 16

15 2010 Legal Compliance: Scope of Legislation Legislative prohibitions against employment discrimination apply to: Hiring and firing Compensation, assignment, and classification of employees Transfer, promotion, layoff, and recall of employees Job advertisement Recruitment Testing Use of company facilities by employees Training and apprenticeship programs Fringe benefits [glossary] Pay, retirement plans, and disability leave Other terms and conditions of employment IMAGE: 2010.JPG Point 10 of 16

16 2011 Legal Compliance: Enforcement Laws banning employment discrimination are enforced by the U.S. Equal Employment Opportunity Commission (EEOC). IMAGE: 2011.JPG The EEOC also serves as an educational resource, providing training activities and technical assistance through 50 Field Offices, serving every part of the nation. Point 11 of 16

17 2012 Legal Compliance: Affirmative Action EEOC laws, rules, and regulations have led to the development of affirmative action policies and initiatives. IMAGE: 2012.JPG These policies and initiatives: Help correct employment inequalities resulting from past and present discrimination on the basis of race, color, religion, sex, or national origin. Include proactive efforts to recruit, employ, train, and promote workers who have been excluded from certain sectors of the job market. Are government-mandated in some cases. Point 12 of 16

18 2013 Affirmative Action vs. Valuing Diversity Affirmative action has played an important role in expanding employment opportunities for those previously excluded from certain jobs or organizations. IMAGE: 2013.JPG Remember, however, valuing diversity is not just about equal employment opportunity. To truly value --- and benefit from --- diversity, we must do more than just employ different types of people. We must fully accept and appreciate the diversity that equal employment opportunity helps bring to the workplace! Point 13 of 16

19 2014 Review Of the following, the best way to value diversity in the workplace is to: a. Assume that everyone is basically the same. b. Accept and appreciate the differences among people. c. Create an organizational culture that supports ingroup/out-group dynamics. d. Adopt the attitude that differences among people are problematic sources of conflict. MULTIPLE CHOICE INTERACTION Correct answer: B Feedback for A: Incorrect. Ignoring or dismissing differences among people is not an effective way to value diversity. The correct answer is B. Valuing diversity means learning to accept and appreciate differences. Feedback for B: Correct. Valuing diversity means learning to accept and appreciate differences. Feedback for C: Incorrect. In-group/out-group dynamics (in which certain members of the workforce are treated as insiders, and others are treated as outsiders) do not support diversity-valuing. The correct answer is B. Valuing diversity means learning to accept and appreciate differences. Feedback for D: Incorrect. In a work culture that values diversity, differences among employees can lead to team successes, when team members learn to turn their differences into win-win solutions, rather than conflicts. The correct answer is B. Valuing diversity means learning to accept and appreciate differences. Point 14 of 16

20 2015 Review Under federal law, race, color, religion, gender, and national origin must not be factors in employment decisions related to: a. Hiring and firing b. Compensation and promotion c. Recruitment and training d. All of these e. None of these MULTIPLE CHOICE INTERACTION Correct answer: D Feedback for A: Incorrect. Not quite. The best answer is D. Title VII prohibits discrimination on the basis of race, color, religion, gender, or national origin, with regard to any type of employment decision (e.g., hiring/firing, compensation, promotion, recruitment, training, fringe benefits, retirement plans, disability leave, etc.). Feedback for B: Incorrect. Not quite. The best answer is D. Title VII prohibits discrimination on the basis of race, color, religion, gender, or national origin, with regard to any type of employment decision (e.g., hiring/firing, compensation, promotion, recruitment, training, fringe benefits, retirement plans, disability leave, etc.). Feedback for C: Incorrect. Not quite. The best answer is D. Title VII prohibits discrimination on the basis of race, color, religion, gender, or national origin, with regard to any type of employment decision (e.g., hiring/firing, compensation, promotion, recruitment, training, fringe benefits, retirement plans, disability leave, etc.). Feedback for D: Correct. Title VII prohibits discrimination on the basis of race, color, religion, gender, or national origin, with regard to any type of employment decision (e.g., hiring/firing, compensation, promotion, recruitment, training, fringe benefits, retirement plans, disability leave, etc.). Feedback for E: Incorrect. The best answer is D. Title VII prohibits discrimination on the basis of race, color, religion, gender, or national origin, with regard to any type of employment decision (e.g., hiring/firing, compensation, promotion, recruitment, training, fringe benefits, retirement plans, disability leave, etc.). Point 15 of 16

21 2016 Summary You have completed the lesson on the significance of workplace diversity. NO IMAGE Remember: Diversity in the workforce is not just about certain racial groups, ethnic minorities, or women. Workplace diversity is about all of us. Valuing diversity is about acceptance, understanding, respect, inclusion, and teamwork. Potential benefits of valuing diversity include personal exploration and growth, increased workplace productivity, and compliance with applicable laws and regulations. Under federal law, it is illegal to discriminate against any employee (or potential employee), with regard to any type of employment decision (e.g., hiring/firing, compensation, promotion, etc.), on the basis of race, color, religion, gender, national origin, age, or disability status. The EEOC enforces federal laws banning employment discrimination. Affirmative action has played an important role in expanding employment opportunities for those previously excluded from certain jobs or organizations; however, equal employment opportunity is only one part of valuing diversity. Point 16 of 16

22 Lesson 3: Diversity Programs 3001 Introduction Welcome to the lesson on diversity programs. FLASH ANIMATION: 3001.SWF/FLA Point 1 of 13

23 3002 Objectives After completing this lesson, you should be able to: NO IMAGE Recognize the goals of a diversity program. Identify the components of a diversity program. Point 2 of 13

24 3003 Organizational Culture and Diversity Programs Organizations committed to valuing diversity must develop diversity-friendly organizational cultures. IMAGE: 3003.GIF To help develop such cultures, organizations make use of diversity programs. Point 3 of 13

25 3004 Diversity Program Goals Diversity programs establish structures, processes, and guidelines for: Encouraging diversity in the workplace Enabling employees to thrive in an inclusive environment Providing staff with support for conducting daily activities in compliance with applicable legal and organizational standards Managing diversity issues through prevention, investigation, and deterrence Supplying ongoing diversity education, training, and development IMAGE: 3004.JPG Point 4 of 13

26 3005 Diversity Program Components The components of a diversity program include: IMAGE: 3005.GIF Written program guidelines Organizational policies and procedures Committees or managers Education and training Support staff and resources Monitoring Let s take a closer look at each. Point 5 of 13

27 3006 Components: Written Guidelines All aspects of the diversity program should be clearly defined in the form of written guidelines. IMAGE: 3006.GIF These guidelines should be made available to all employees. Point 6 of 13

28 3007 Components: Policies and Procedures With regard to diversity, organizational policies and procedures: IMAGE: 3007.GIF Communicate the views and goals of the organization. Establish expectations for employee performance and conduct. For a written copy of your organization s diversity policies and procedures, contact your supervisor. Point 7 of 13

29 3008 Components: Committees or Managers Diversity committees (or program managers): IMAGE: 3008.GIF Develop and enforce program policies and procedures. Oversee other aspects of the diversity program, with support from senior management and the board of directors. Point 8 of 13

30 3009 Components: Education and Training Diversity education and training: IMAGE: 3009.GIF Provide staff with support and current information regarding diversity. Provide a forum for discussing diversity issues. Help employees learn to understand and draw on the assets of their coworkers. Point 9 of 13

31 3010 Components: Support Staff and Resources Resources for the diversity program may include: Support staff Hotlines or information lines Employee handbooks Click on each resource to learn more. CLICK TO REVEAL Support staff In addition to diversity committee members and/or program managers, support staff for the diversity program may include: Human resources staff Employee relations representatives Diversity coordinators Unit supervisors Hotlines and information lines Hotlines and information lines allow employees to: Report diversity concerns. Receive answers to questions related to diversity. Receive current information on diversity issues. Employee handbooks Handbooks help employees by defining: Codes of conduct related to diversity Expectations for professional behavior in a diverse workplace Point 10 of 13

32 3011 Components: Monitoring Monitoring is an important aspect of any diversity program. IMAGE: 3011.GIF Monitoring allows your organization to: Identify and track diversity issues. Evaluate the impact of the diversity program. Modify and restructure the program as necessary, to achieve desired results. Point 11 of 13

33 3012 Review An organizational diversity program establishes structures, processes, and guidelines to help modulate and/or eliminate the inter-employee differences that can create conflict in the work setting. a. True b. False TRUE / FALSE INTERACTION Correct answer: B Feedback for A: Incorrect. Diversity programs do not attempt to erase differences among employees, but rather, encourage diversity. Feedback for B: Correct. Diversity programs do not attempt to erase differences among employees, but rather, encourage diversity. Point 12 of 13

34 3013 Summary You have completed the lesson on diversity programs. NO IMAGE Remember: Diversity programs establish structures, processes, and guidelines to help create a diversity-friendly organizational culture. A diversity program includes written program guidelines, organizational policies and procedures, committees/managers, education/training, support staff/resources, and monitoring. Point 13 of 13

35 Lesson 4: Doing Your Part 4001 Introduction Welcome to the lesson on doing your part to make diversity work. FLASH ANIMATION: 4001.SWF/FLA Point 1 of 16

36 4002 Objectives After completing this lesson, you should be able to: NO IMAGE List employee and management responsibilities for using and enforcing the diversity program. Recognize and define behaviors that do not support diversity. Identify steps for enhancing diversity awareness. Point 2 of 16

37 4003 Supporting Diversity Your organization s diversity program provides a strong basis for an organizational culture that values and promotes diversity. IMAGE: 4003.GIF Without your support, however, the diversity program cannot succeed. Do your part by: Following the guidelines and using the resources of the diversity program Avoiding behaviors that do not support diversity Making diversity awareness a personal goal Let s take a closer look at each. Point 3 of 16

38 4004 Using the Program: Staff As an employee, use the diversity program by: IMAGE: 4004.GIF Complying with diversity policies and procedures Participating in diversity education and training Participating in diversity forums and group discussions Voicing diversity concerns to appropriate support personnel Reporting instances of discrimination (via the diversity hotline, or by contacting appropriate support personnel or the EEOC) Point 4 of 16

39 4005 Using the Program: Management Managers have additional responsibilities under the diversity program. IMAGE: 4005.GIF As a manager, you may be asked to: Serve on diversity committees. Perform diversity assessments. Develop programs for staff education. Organize forums for employees to voice concerns. Implement policies and educational strategies at the departmental level. Maintain a personal attitude of support for diversity, especially by acknowledging, appreciating, and respecting differences among your staff. Model diversity-valuing skills, especially with regard to hiring/firing and other employment decisions. Conduct informal interviews with employees to learn what makes each employee unique. Point 5 of 16

40 4006 Supporting Diversity: Avoiding Negative Behaviors Behaviors that do not support diversity include: IMAGE: 4006.GIF Discrimination Stereotyping Harassment Intimidation Collusion Noncompliance with applicable laws and policies Let s take a closer look at each. Point 6 of 16

41 4007 Negative Behaviors: Discrimination Discrimination refers to the unfair treatment of a person or a group of people as a result of prejudice. IMAGE: 4007.GIF Prejudice, in turn, refers to any preconceived judgment or opinion about a person or a group of people. Prejudice often takes the form of ethnocentrism: the belief that one s own group is superior to all others. For example, the prejudicial belief that Caucasians are smarter than members of other ethnic groups may lead to the discriminatory practice of hiring Caucasians in preference to ethnic minorities, even when all candidates for the job are, in fact, equally qualified. In many cases, prejudicial attitudes, assumptions, and behaviors are unconscious. Learning to value diversity includes: Identifying our own conscious or unconscious prejudices Working to change our prejudicial attitudes and behaviors Point 7 of 16

42 4008 Negative Behaviors: Stereotyping Stereotyping is a form of prejudice in which a generalization or oversimplification about a group of people is assumed to apply to ALL individuals in that group. IMAGE: 4008.GIF For example, the following generalization is true: Nursing is a predominantly female profession. This becomes a stereotype, however, when we assume that: All nurses are women. All male healthcare providers, therefore, must be physicians. To value diversity, we must: Examine our underlying assumptions and stereotypes about different groups. Avoid using generalizations as stereotypes. Point 8 of 16

43 4009 Negative Behaviors: Harassment Harassment refers to any form of unwelcome behavior that: IMAGE: 4009.GIF Disturbs or irritates others Creates a hostile work environment for a person or group of people Sexual harassment is specifically defined as unwelcome physical or verbal behavior of a sexual nature, and is prohibited by Title VII of the Civil Rights Act of Point 9 of 16

44 4010 Negative Behaviors: Intimidation Intimidation occurs when one employee treats another in a way that causes the second employee to feel any of the following: Belittled Frightened Discouraged Inhibited [glossary] IMAGE: 4010.GIF Forms of intimidation include: Using terms such as honey, sweetie, or girl, when addressing a woman Referring to an adult as kid or kiddo Point 10 of 16

45 4011 Negative Behaviors: Collusion Collusion reinforces prejudicial attitudes or behaviors through agreement or cooperation. Forms of collusion include: Silence Denial Active cooperation Click on each form of collusion to learn more. CLICK TO REVEAL Silence Silence is the most common form of collusion. Example: If you do not object when a coworker tells an ethnic joke, you become a silent party to reinforcing the associated ethnic stereotype. Denial Collusion through denial occurs when employees treat inequalities and prejudices as if they did not exist. Active cooperation In this form of collusion, participants provide direct support for prejudicial or discriminatory attitudes or behaviors. Examples include exchanging ethnic jokes with a coworker, or participating in exclusionary activities. Point 11 of 16

46 4012 Negative Behaviors: Noncompliance To fully support and value diversity in accordance with law and organizational policy, you must know and comply with the applicable laws and policies! IMAGE: 4012.GIF Point 12 of 16

47 4013 Supporting Diversity: Making Awareness a Personal Goal Remember, you and your organization stand to benefit the most if you learn to truly appreciate and value diversity, rather than simply tolerating it. IMAGE: 4013.GIF So, make diversity awareness a personal goal! Take steps to expand your horizons. For example: Socialize with people of different religious, ethnic, and/or racial backgrounds. Experiment with attending different religious services, to better understand the religious views of others. Try ethnic foods. Go to foreign films and cultural events. Point 13 of 16

48 4014 Review Discrimination refers to the unfair treatment of a person or group of people as a result of. a. Prejudice b. Collusion c. Intimidation d. Indifference MULTIPLE CHOICE INTERACTION Correct answer: A Feedback for A: Correct. Feedback for B: Incorrect. The correct answer is A. Discrimination refers to the unfair treatment of a person or group of people as a result of prejudice. Feedback for C: Incorrect. The correct answer is A. Discrimination refers to the unfair treatment of a person or group of people as a result of prejudice. Feedback for D: Incorrect. The correct answer is A. Discrimination refers to the unfair treatment of a person or group of people as a result of prejudice. Point 14 of 16

49 4015 Review A male doctor, hurrying down the corridor to a consultation, bumps into a young female nurse. He says, Excuse me, honey, important people coming through! This is an example of: a. Prejudice b. Collusion c. Intimidation d. Discrimination MULTIPLE CHOICE INTERACTION Correct answer: C Feedback for A. Incorrect. The correct answer is C. The doctor in this situation is treating the nurse in a belittling manner, making this an example of intimidation. Feedback for B. Incorrect. The correct answer is C. The doctor in this situation is treating the nurse in a belittling manner, making this an example of intimidation. Feedback for C. Correct. The doctor in this situation is treating the nurse in a belittling manner, making this an example of intimidation. Feedback for D. Incorrect. The correct answer is C. The doctor in this situation is treating the nurse in a belittling manner, making this an example of intimidation. Point 15 of 16

50 4016 Summary You have completed the lesson on doing your part. NO IMAGE Remember: A diversity program provides a strong basis for an organizational culture that values and promotes diversity. Without your support, however, the diversity program cannot succeed. Be certain to follow the guidelines and use the resources of your organization s diversity program. Avoid behaviors that do not support diversity: discrimination, stereotyping, harassment, collusion, intimidation, and noncompliance with applicable laws and policies. Consider making diversity awareness a personal goal; you and your organization stand to benefit the most if you learn to truly appreciate and value diversity, rather than simply tolerating it. Point 16 of 16

51 Course Glossary # Term Definition repercussion consequence ethnicity quality assigned to a specific group of people historically connected by a common national origin or language introspection the contemplation of one s own thoughts and desires and conduct social conditioning unexamined beliefs that come from living in a particular social and cultural context fringe benefits inhibit non-salary employee compensation, such as healthcare plan, retirement fund, etc. hold in check

52 [Diversity in the Workplace] Pre-Assessment 1. Differences in perspectives and assumptions: a. Never contribute to in-group/out-group dynamics. b. Make it impossible for members of a work team to achieve collective goals. c. Do not exist among members of a single ethnic, religious, racial, or gender group. d. Can lead to work team success, when team members negotiate to turn differences into win-win solutions. Correct Answer: Can lead to work team success, when team members negotiate to turn differences into win-win solutions. Answer Rationale: Differences in perspectives and assumptions often lead to team successes, when team members learn to turn their differences into win-win solutions, rather than conflicts. 2. One of your coworkers tells an ethnic joke. You do not object. Your behavior is an example of: a. Silent collusion b. Active collusion c. Dynamic collusion d. Collusion by denial Correct Answer: Silent collusion Answer Rationale: The behavior described is an example of silent collusion: reinforcing prejudicial attitudes/behaviors through the implied agreement of silence. 3. The issues of workplace diversity are of interest only to particular groups in the workforce, such as women and ethnic/racial minorities. a. True b. False Correct answer: B Rationale: Workplace diversity is about all of us, and affects all of us. 4. In-group/out-group dynamics are common in diverse groups. a. True b. False

53 Correct answer: A Rationale: Diverse groups are prone to in-group/out-group dynamics, in which certain members of the group are treated as insiders, and others are treated as outsiders. Learning to value diversity can help a work group move beyond in-group/out-group dynamics, and adopt more productive group dynamics. 5. Of the following statements regarding workplace diversity and achievement/productivity, which is (are) true? a. Allowing for differences among workers leads to chaos, negatively affecting productivity. b. Differences in perspectives and assumptions make it impossible for members of a work team to achieve collective goals. c. When diverse employees understand, accept, and respect one another, they tend to work together more effectively and productively. d. All of these statements are true. e. None of these statements is true. Correct: C Rationale: A positive and inclusive work environment, in which diverse employees understand, accept, and respect one another, enables all employees to work more effectively. Thus, to value diversity is to create a more productive work environment. 6. Which of the following prohibits workplace discrimination against pregnant employees? a. Stark I b. EMTALA c. Title VII of the Civil Rights Act of 1964 d. Sections 501 and 505 of the Rehabilitation Act of 1973 Correct: C Rationale: Under Title VII, it is illegal to discriminate against an employee on the basis of race, color, religion, sex, or national origin. The prohibitions against sex discrimination cover sexual harassment and pregnancy-based discrimination. 7. Organizational diversity programs create tools for managing diversity through minimizing the differences among employees. a. True b. False Correct: B Rationale: Organizational diversity programs are designed to manage diversity. The mechanisms of management, however, focus not on minimizing difference among employees, but rather, on creating diversity-friendly organizational cultures. 8. Staff training and education are critical components of any comprehensive diversity program. a. True b. False Correct: A Rationale: This statement is true.

54 9. Your supervisor is a middle-aged man. He believes that men are, inherently, smarter than women. Therefore, he routinely hires men in preference to women, even when female and male candidates for the job are, in fact, equally qualifies. This is an example of: a. A discriminatory hiring practice, based on silent collusion b. An acceptable hiring practice, based on a well-established fact c. A discriminatory hiring practice, based on an ethnocentric prejudice d. An acceptable hiring practice, based on personal opinion and preference Correct answer: C Rationale: Your supervisor s ethnocentric prejudicial belief that men are smarter than women leads to the illegal discriminatory practice of hiring men in preference to women, when, in fact, all candidates are equally qualified. 10. Consider the following two statements: 1) Nursing is a predominantly female profession. 2) All nurses are women. Regarding these two statements, which of the following is true? a. Both statements stereotype nurses. b. Both statements are generalizations. c. Statement (1) is a generalization, while statement (2) stereotypes nurses. d. Statement (2) is a generalization, while statement (1) stereotypes nurses. Correct answer: C Rationale: Generalizations point out trends within groups. Stereotyping is a form of prejudice in which a generalization about a given group is assumed to apply to ALL individuals in that group.

55 Final Exam Question Title: Question 1 Question: Which of the following contribute to workplace diversity? Answer 1: Differences in beliefs, attitudes, and values among employees Answer 2: Differences in race, ethnicity, gender, and age among employees Answer 3: Differences in marital, parental, educational, and job status among employees Answer 4: All of these Answer 5: None of these Correct Answer: All of these Answer Rationale: Differences in all of these identity-forming factors contribute to workplace diversity. Question Title: Question 2 Question: Differences among people must inevitably lead to conflict. Answer 1: True Answer 2: False Correct Answer: False Answer Rationale: Differences are not inevitable sources of conflict. In fact, differences can lead to win-win solutions. Question Title: Question 3 Question: When it comes to diversity training, learning about other people is all there is to it. Answer 1: True Answer 2: False Correct Answer: False

56 Answer Rationale: An important component of diversity training is introspection, as trainees are asked to examine their own values, beliefs, attitudes, assumptions, and prejudices. Question Title: Question 4 Question: Collectively, various items of federal legislation make it illegal to discriminate against employees on the basis of: Answer 1: Race or color Answer 2: Religion or national origin Answer 3: Gender, age, or disability status Answer 4: All of these Answer 5: None of these Correct Answer: All of these Answer Rationale: Federal laws prohibit employment discrimination on the basis of any of these factors. Question Title: Question 5 Question: It is legal for an organization to pay higher wages to a man than to a woman, for equivalent work. Answer 1: True Answer 2: False Correct Answer: False Answer Rationale: Under the Equal Pay Act of 1963 (EPA), men and women in the same organization must receive equivalent pay for equivalent work. Question Title: Question 6 Question: Implementing affirmative action policies and initiatives ensures than an organization will value diversity. Answer 1: True Answer 2: False Correct Answer: False Answer Rationale: Affirmative action has played an important role in expanding employment opportunities for those previously excluded from certain jobs or organizations; however, valuing diversity is not just about equal employment opportunity. It is about fully accepting and appreciating the diversity that equal employment opportunity (and other policies and initiatives) can bring to an organization.

57 Question Title: Question 7 Question: Organizational diversity policies establish expectations for employee performance and conduct. Answer 1: True Answer 2: False Correct Answer: True Answer Rationale: This is one function of diversity policies. These policies also communicate the views and goals of an organization, with regard to diversity. Question Title: Question 8 Question: Diversity education and training help employees learn to understand and draw on the assets of their coworkers. Answer 1: True Answer 2: False Correct Answer: True Answer Rationale: This is an important goal of diversity training. Question Title: Question 9 Question: Regarding generalizations, stereotypes, and diversity, which of the following statements is true? Answer 1: All generalizations are stereotypes. Answer 2: Both generalizations and stereotypes support diversity-valuing. Answer 3: Although stereotypes can be tools for valuing diversity, generalizations are always detrimental to diversity. Answer 4: A generalization becomes a stereotype when it is applied to all member of a group, under all circumstances. Correct Answer: A generalization becomes a stereotype when it is applied to all member of a group, under all circumstances. Answer Rationale: Stereotyping is a form of prejudice in which a generalization about a group of people is assumed to apply to ALL individuals in that group. When used appropriately, generalizations can act as a starting point for learning, understanding, and appreciating more about individuals and groups; stereotypes, however, always block our ability to value diversity. Question Title: Question 10

58 Question: The most common form of collusion is. Answer 1: Denial Answer 2: Silence Answer 3: Discrimination Answer 4: Active participation Correct Answer: Silence Answer Rationale: Collusion reinforces prejudicial attitudes or behaviors through agreement or cooperation. The most common form of collusion is the implied agreement of silence.