92 Human Resources Management for Public and Nonprofi t Organizations
90 Asian/Pacific Islander men, 56 Asian/Pacific Islander women,
59 American Indian/Alaskan native men, and 27 American Indian/Alas-
kan Native women. The majority of SES members are white: 3,900 men
and 1,436 women (Barr, 2007). Other studies confi rm the existence of a
glass ceiling at the state and local levels (Bullard & Wright, 1993; Guy,
1993; McCabe & Stream, 2000; Rangarajan & Black, 2007; Rehfuss,
1986; Slack, 1987). Steinberg and Jacobs (1994), and Odendahl and
O ’ Neill (1994) suggest that the nonprofi t sector is in reality controlled by
an elite male power structure and that within the sector, occupations are
distributed according to gender. Women may constitute the majority of
the nonprofi t workforce, but they are typically prevented from reaching
top executive and policymaking positions.
The commitment of women and minorities to their jobs is typically
questioned because of their family responsibilities, perceived inability to
relocate, or doubts about their leadership styles. The assumption that
they are less committed often results in their being bypassed for important
assignments and developmental opportunities. However, research indicates
that the personal multiple life roles that women play provide them with
opportunities to practice multitasking and enrich their interpersonal skills
and leadership effectiveness. In other words, they increase their effective-
ness in management positions in this way (Ruderman, Ohlott, Panzer, &
King, 2002).
Regardless of the employment sector, subtle assumptions, attitudes,
and stereotypes exist in the workplace, manifest as organizational cultures
that affect the mobility patterns of women and minorities.
The rest of this chapter discusses why managing a diverse workforce
is important, the difference between equal employment opportunity and
affi rmative action, and the implications for managing a diverse workforce.
Strategies that employers can implement to accommodate multicultural
differences are reviewed as well.Why Diversity Is Important
Evidence is growing that managing diversity leads to greater service
effectiveness, effi ciency, and productivity. Diversity can lead to more creative
alternatives and higher - quality ideas, primarily from the introduction of
different and opposing ideas and viewpoints. Employers who respect their
employees are better able to use their talents; diversity helps to increase an
understanding of the community and the marketplace and also increase