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Kelli J. Schutte William Jewell College Robbins & Judge Organizational Behavior 14th Edition Diversity in Organizations 2-0 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Topics that we will cover Chapter 2 Diversity Ability Implementing diversity management strategies. 2-1 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Diversity Surface-level diversityDeep-level diversity Diversity Management 2-2 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Diversity Examples SurfaceDeep Level -Demographic characteristicsPersonality and Values: Young-Old, language, GenderWay of thinking - New hireWork collaboratively - TenuredSimilar interests Introverted vs. extroverted Risk Taker, Assertiveness 2-3 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Discrimination Diversity management allows to work to eliminate unfair discrimination To discriminate: –To note a difference between things.. Is this really bad? To unfairly discriminate: –Allowing our behavior to be influenced by stereotypes about groups of people –Assumes everyone is the same Negative consequences –Reduced productivity, turnover, eliminate qualified job candidates, unfair promotions 2-4 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Forms of discrimination TypeDefinition Discriminatory policies or practicesActions that deny equal opportunity to perform or unequal rewards for performance Sexual harassmentUnwanted sexual advances and other verbal, physical condct of sexual nature that create a hostile or offensive work environment IntimidationThreats or bullying Mockery and insultsJokes or negative stereotypes ExclusionLeft out of opportunities, events, discussions, mentoring- check intention IncivilityDisrespectful treatment: aggressive behavior, interrupting, or ignoring 2-5 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Ability An individual’s capacity to perform the various tasks in a job. Intellectual and Physical Abilities 2-6 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Ability Made up of two sets of factors: –Intellectual Abilities The abilities needed to perform mental activities. General Mental Ability (GMA) is a measure of overall intelligence. Wonderlic Personnel Test: a quick measure of intelligence for recruitment screening. No correlation between intelligence and job satisfaction. Issue: use the knowledge that [people differ to increase the likelihood an employee will perform his/her job well –Physical Abilities The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics. 2-7 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Dimensions of Intellectual Ability Intellectual Ability Number Aptitude Verbal Comprehension Perceptual Speed Inductive Reasoning Deductive Reasoning Spatial Visualization Memory E X H I B I T 2–1 2-8 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Nine Basic Physical Abilities 2-9 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall Strength Factors Dynamic strength Trunk strength Static strength Explosive strength Flexibility Factors Extent flexibility Dynamic flexibility Other Factors Body coordination Balance Stamina
Role of Disabilities It is important to recognize diversity and strive for it in the hiring process. It is discriminatory to make blanket assumptions about people on the basis of a disability An organization needs to be careful to avoid discriminatory practices by making generalizations about people with disabilities Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Implementing Diversity Management Strategies Making everybody more aware and sensitive to the needs of others. Attracting and Selecting/developing/retaining employees –Target recruiting messages to underrepresented groups –Value fairness and objectivity in selecting employees. –Have a well-defined protocols for assessing talent. –Prioritize non-discriminatory policies. –New hires: demographically different staff are more likely to feel low commitment + to turn over = Preference for organizations that value diversity 2-11 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Diversity in groups Group settings is a normal job requirement Does diversity help or hurt group performance? –It can do both –Demographic diversity does not appear to help or hurt –Groups of individuals that are Intelligent + Conscientious + Interested in group work = effective Diversity on these variables is not a good idea –To make a group more effective: Emphasize the higher-level similarities among members Transformational leadership (higher order goals + values) 2-12 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Effective diversity programs Teach managers about the legal framework and encourage fair treatment Teach managers how a diverse workforce will be better able to serve a diverse market of customers/clients Foster personal development practices –That bring out the skills and abilities of all workers –Differences can improve performance 2-13 Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
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