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5 Working to define clear and measurable
critical objectives.
6 How to continue to motivate someone
who is evaluated as an exceptional performer.
Helping them to see how they can
add value.
7 How to motivate people who are in a
dead-end job.
8 Understanding the motivation, or lack
thereof, of the new generation of staff.
9 How to sincerely communicate a positive
sense of morale to persons who have low
morale.
In this sample group the managers also had
concerns about their personal performance
for which they sought discussion and advice:
1 Finding ways to get better feedback from
my boss.
2 Giving my boss feedback about how
he/she provides feedback to me.
3 Working on personal impression management
and knowing how to ‘build your
skills and your personal franchise’.
4 Communication/leadership aspects of
forming a new team.
5 How to reinforce and maintain the communication
things I am doing that are
effective with my team.
6 How to encourage the culture to open up
the conversations Can we motivate by
other than fear
7 How to approach further personal development
as a supervisor.
8 Dealing with cross-cultural communication
differences.
9 Managing meetings.
This set of interviews demonstrates that in
addition to concerns about personal and team
performance, equity and accuracy in the conduct
of performance evaluation is a significant
issue for managers. To mid-level managers
performance evaluation is where they are
challenged to ‘overlook differences’ and treat
everyone the same.
Directors of diversity programmes
Diversity directors from six organizations were
interviewed for their impressions of the status
of diversity management programming today.
It was interesting to note that half of this
group were ‘professionals’ in the sense that
they had worked with diversity management
in more than two corporations or government
entities. The others were moved to this position
in their corporation because of their
understanding and sensitivity to the issues. In
all cases they were African–American female
or Hispanic, or a combination of these features.
Although never directly queried, there
seemed to be an implicit question: ‘Does it
require a person who is of minority status to
be in this position’ All would probably assert
it as an advantage because they talked about
how they could relate from personal experience
to the subtle difficulties that diversity
personnel in their organization were facing.
There was a feeling among the diversity
directors that legality provided the genesis of
the department they worked in: ‘We saw a
problem, noted the increase in litigation over
issues of equity and fairness and responded
with this unit. As the tendency increases for
employees to sue when they believe they are
wronged, our unit is considered as a part of
the remedy.’ They observe however that that
reality is both reassuring, for the continued
existence of their unit, and troublesome
because the legal perspective is only a portion
of the rationale for their programming. One
director said that: ‘We are trying to do the
right things for the wrong reasons.’ He goes
© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors