Unit 2 - Diversity in Organizations .pdf

Unit 2 - Diversity in Organizations .pdf

1. GMGT 5173 –ORGANISATIONAL BEHAVIOUR
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Unit 2 –Diversity in Organizations
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Organizational
Behavior
EighteenthEdition
Chapter2
DiversityinOrganizations

2. GMGT 5173 – ORGANISATIONAL BEHAVIOUR
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Unit 2 – Diversity in Organizations
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Learning Objectives
1.Describethetwomajorformsofworkplacediversity.
2.Demonstratehowworkplacediscriminationundermines
organizationaleffectiveness.
3.Describehowthekeybiographicalcharacteristicsare
relevanttoOrganizationalBehavior(OB).
4.Explainhowotherdifferentiatingcharacteristicsfactor
intoOB.
5.Demonstratetherelevanceofintellectualandphysical
abilitiestoOB.
6.Describehoworganizationsmanagediversity
effectively.

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Unit 2 – Diversity in Organizations
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WorkplaceDiversity

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WorkplaceDiscriminationand OrganizationalEffectiveness(1of3)
•Discriminationistonoteadifferencebetweenthings.
•Unfairdiscriminationassumesstereotypesaboutgroups.
–Refusaltorecognizeindividualdifferencesisharmfulto
organizationsandemployees.
•Stereotypethreatdescribesthedegreetowhichwe
agreeinternallywiththegenerallynegativestereotyped
perceptionsofourgroups.
–Canbecombattedbytreatingemployeesasindividuals
andnothighlightinggroupdifferences.

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WorkplaceDiscriminationand OrganizationalEffectiveness(2of3)
Exhibit2-1FormsofDiscrimination
TypeofDiscriminationDefinition ExamplesfromOrganizations
Discriminatorypolicies
orpractices
Actionstakenbyrepresentatives
oftheorganizationthatdeny
equalopportunitytoperformor
unequalrewardsforperformance.
Olderworkersmaybetargetedfor
layoffsbecausetheyarehighlypaid
andhavelucrativebenefits.
Sexualharassment Unwantedsexualadvancesand
otherverbalorphysicalconductof
asexualnaturethatcreatea
hostileoroffensivework
environment.
Salespeopleatonecompanywenton
company-paidvisitstostripclubs,
broughtstrippersintotheofficeto
celebratepromotions,andfostered
pervasivesexualrumors.
Intimidation Overtthreatsorbullyingdirected
atmembersofspecificgroupsof
employees.
African-Americanemployeesatsome
companieshavefoundnooses
hangingovertheirworkstations.
Mockeryandinsults Jokesornegativestereotypes;
sometimestheresultofjokes
takentoofar.
Arab-Americanshavebeenaskedat
workwhethertheywerecarrying
bombsorweremembersofterrorist
organizations.

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WorkplaceDiscriminationand OrganizationalEffectiveness(3of3)
[Exhibit2-1Continued]
TypeofDiscriminationDefinition ExamplesfromOrganizations
Exclusion Exclusionofcertainpeoplefrom
jobopportunities,socialevents,
discussions,orinformal
mentoring;canoccur
unintentionally.
Manywomeninfinanceclaimtheyare
assignedtomarginaljobrolesorare
givenlightworkloadsthatdon’tleadto
promotion.
Incivility Disrespectfultreatment,including
behavinginanaggressive
manner,interruptingtheperson,
orignoringhisorheropinions.
Femalelawyersnotethatmale
attorneysfrequentlycutthemoffordo
notadequatelyaddresstheir
comments.
Sources:BasedonJ.LevitzandP.Shishkin,“MoreWorkersCiteAgeBiasafterLayoffs,”TheWallStreetJournal,March 11,
2009,D1–D2;W.M.Bulkeley,“AData-StorageTitanConfrontsBiasClaims,”TheWallStreetJournal,September12, 2007,
A1,A16;D.Walker,“Incidentwith NooseStirsOldMemories,”McClatchy-TribuneBusinessNews,June29,2008;D. Solis,
“RacialHorrorStoriesKeepEEOCBusy,”Knight-RidderTribuneBusinessNews,July30,2005,1;H.IbishandA. Stewart,
ReportonHateCrimesandDiscriminationagainstArabAmericans:ThePost-September11Backlash,September 11,2001–
October11, 2001(Washington,DC:American-ArabAnti-DiscriminationCommittee,2003);A.Raghavan,“Wall Street’s
DisappearingWomen,”Forbes,March16,2009,72–78;andL.M. Cortina,“UnseenInjustice:IncivilityasModern
DiscriminationinOrganizations,” AcademyofManagementReview33,no.1(2008):55–75.

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BiographicalCharacteristicsand OrganizationalBehavior(1of6)
•Biologicalcharacteristicsarepersonalcharacteristics
thatareobjectiveandeasilyobtainedfrompersonnel
records.
–Variations inthesecanbethebasisfordiscrimination

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BiographicalCharacteristicsand OrganizationalBehavior(2of6)
•Age
–TheU.S.workforceisaging.
–Doesjobperformancedeclinewithincreasingage?
–Studiesshowthatturnoverandabsenteeismratesare
loweramongolderworkers,andageisnotassociated
withlowerproductivity.

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BiographicalCharacteristicsand OrganizationalBehavior(3of6)
•Sex
–Therearenoconsistentmale-femaledifferencesin
problem-solvingability,analyticalskills,competitive
drive,motivation,sociability,orlearningdrive.
–Butwomenearnlessthanmenforthesamepositions
andhavefewerprofessionalopportunities.

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BiographicalCharacteristicsand OrganizationalBehavior(4of6)
•RaceandEthnicity
–Lawsagainstraceandethnicdiscriminationarein
effectinmanycountries.
–But:
▪Employeestendtofavorcolleaguesoftheirown
raceinperformanceevaluations,promotion
decisions,andpayraises.
▪AfricanAmericansgenerallyfareworsethanWhites
inemploymentdecisions.

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BiographicalCharacteristicsand OrganizationalBehavior(5of6)
•Disabilities
–TheU.S.EqualEmploymentOpportunityCommission
classifiesapersonasdisabledwhohasanyphysicalor
mentalimpairmentthatsubstantiallylimitsoneormore
majorlifeactivities.
–Workerswithdisabilitiesreceivehigherperformance
evaluations,butmayhavelowerperformance
expectations.

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BiographicalCharacteristicsand OrganizationalBehavior(6of6)
•HiddenDisabilities
–Sensorydisabilities,chronicillnessorpain,cognitive
orlearningimpairments,sleepdisorders,and
psychologicalchallenges.
–U.S.organizationsmustaccommodateemployees
withaverybroadrangeofimpairments.

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OtherCharacteristicsand OrganizationalBehavior(1of2)
•Tenure
–Tenureisagoodpredictorofemployeeproductivity.
–Tenureandjobperformancearepositivelyrelated.
•Religion
–U.S.lawprohibitsdiscriminationbasedonreligion,
butitisstillanissue,especiallyforMuslims.

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OtherCharacteristicsand OrganizationalBehavior(2of2)
•SexualOrientationandGenderIdentity
–Federallawdoesnotprotectemployeesagainst
discriminationbasedonsexualorientation,
though manystatesandmunicipalitiesdo.
–ManyFortune500companieshavepoliciescovering
sexualorientationandabouthalfnowhavepolicies
on genderidentity.
•CulturalIdentity
–Needtoaccommodateandrespectindividual
cultural identities.

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IntellectualandPhysicalAbilitiesand OB(1of5)
•Abilityisanindividual’scurrentcapacitytoperform
varioustasksinajob.
•Twotypes
–Intellectualabilities
–Physicalabilities

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IntellectualandPhysicalAbilitiesand OB(2of5)
•Intellectualabilitiesareabilitiesneededtoperform
mentalactivities–thinking,reasoning,andproblem
solving.
–Mostsocietiesplaceahighvalueonintelligence.
–Generalmentalabilityisanoverallfactorof
intelligenceassuggestedbythepositivecorrelations
amongspecificintellectualabilitydimensions.

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IntellectualandPhysicalAbilitiesand OB(3of5)
Exhibit2-2DimensionsofIntellectualAbility
Dimension Description Job Example
Numberaptitude AbilitytodospeedyandaccuratearithmeticAccountant:Computingthesalestaxona
setofitems
VerbalcomprehensionAbilitytounderstandwhatisreadorheard
andtherelationshipofwordstoeachother
Plantmanager:Followingcorporate
policiesonhiring
Perceptualspeed Abilitytoidentifyvisualsimilaritiesand
differencesquicklyandaccurately
Fireinvestigator:Identifyingcluesto
supportachargeofarson
Inductivereasoning Abilitytoidentifyalogicalsequenceina
problemandthensolvetheproblem
Marketresearcher:Forecastingdemandfor
aproductinthenexttimeperiod
Deductivereasoning Abilitytouselogicandassessthe
implicationsofanargument
Supervisor:Choosingbetweentwodifferent
suggestionsofferedbyemployees
SpatialvisualizationAbilitytoimaginehowanobjectwouldlookif
itspositioninspacewerechanged
Interiordecorator:Redecoratinganoffice
Memory Abilitytoretainandrecallpastexperiences Salesperson:Rememberingthenamesof
customers

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IntellectualandPhysicalAbilitiesand OB(4of5)
•PhysicalAbilities
–Thecapacitytodotasksdemandingstamina,dexterity,
strength,andsimilarcharacteristics.
–Ninebasicabilitiesrelatedtostrength,flexibility,and
otherfactorsareneededtoperformphysicaltasks.

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IntellectualandPhysicalAbilitiesand OB(5of5)
Exhibit2-3NineBasicPhysicalAbilities
StrengthFactors
1.Dynamicstrength Abilitytoexertmuscularforcerepeatedlyorcontinuouslyovertime
2.Trunkstrength Abilitytoexertmuscularstrengthusingthetrunk(particularlyabdominal)
muscles
3.Staticstrength Abilitytoexertforceagainstexternalobjects
4.Explosivestrength Abilitytoexpendamaximumofenergyinoneoraseriesofexplosiveacts
FlexibilityFactors
5.Extentflexibility Abilitytomovethetrunkandbackmusclesasfaras possible
6.DynamicflexibilityAbilitytomakerapid,repeatedflexingmovements
OtherFactors
7.Bodycoordination Abilitytocoordinatethesimultaneousactionsofdifferentpartsofthebody
8.Balance Abilitytomaintainequilibriumdespiteforcespullingoffbalance
9.Stamina Abilitytocontinuemaximumeffortrequiringprolongedeffortovertime

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DescribeHowOrganizationsManage Diversity Effectively(1of6)
•Diversitymanagementistheprocessandprograms
bywhichmanagersmakeeveryonemoreawareofand
sensitivetotheneedsanddifferencesofothers.
–Diversityismoresuccessfulwhenitiseveryone’s
business,notjustforcertaingroupsofemployees.

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DescribeHowOrganizationsManage Diversity Effectively(2of6)

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DescribeHowOrganizationsManage Diversity Effectively(3of6)
•Attracting,selecting,developing,andretainingdiverse
employees
–Targetrecruitingmessagestospecificdemographic
groups.
–Somecompanieshavebeenactivelyworkingtoward
recruitingless-hiredgroups.

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DescribeHowOrganizationsManage Diversity Effectively(4of6)
•DiversityinGroups
–Mostpeopleingroupsneedacommonwayoflooking
atandaccomplishingmajortasks,andtheyneedto
communicatewellwitheachother.
▪Emphasizehigher-levelsimilaritiesamongpeople.

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DescribeHowOrganizationsManage Diversity Effectively(5of6)
•ExpatriateAdjustment
–Organizationsshouldselectemployeesfor
internationalassignmentswhoarecapableofadjusting
quicklyandensuretheyhavethesupporttheyneedfor
theirassignment.

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DescribeHowOrganizationsManage Diversity Effectively(6of6)
•Effectivediversityprograms
–Teachmanagersaboutthelegalframeworkforequal
employmentopportunityandencouragefair
treatment ofallpeople.
–Teachmanagershowadiverseworkforcewillbe
more effectiveatservingadiversecustomer
base.
–Fosterpersonaldevelopmentpracticesthatbring
out theskillsandabilitiesofeveryone.

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ImplicationsforManagers
•Understandyourorganization'santi-discriminationpolicies
thoroughlyandsharethemwithyouremployees.
•Assessandchallengeyourownstereotypebeliefstoincrease
yourobjectivity.
•Lookbeyondreadilyobservablebiographicalcharacteristics
andconsidertheindividual’scapabilitiesbeforemaking
managementdecisions.
•Fullyevaluatewhataccommodationsapersonwithdisabilities
willneedandthenfine-tuneajobtothatperson’sabilities.
•Seektounderstandandrespecttheuniquebiographical
characteristicsofyouremployees;afairbutindividualistic
approachyieldsthebestperformance.

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Copyright