Transcript Robbins & Judge Organizational Behavior 13e

Robbins & Judge
Organizational Behavior
14th Edition
Diversity in Organizations
Kelli J. Schutte
William Jewell College
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Topics that we will cover
Chapter 2
 Diversity
 Ability
 Implementing diversity management strategies
.
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Diversity
Surface-level diversity
Deep-level diversity
Diversity Management
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Diversity Examples
Surface
Deep Level
-Demographic characteristics
Personality and Values:
Young-Old, language, Gender
Way of thinking
- New hire
Work collaboratively
- Tenured
Similar interests
Introverted vs. extroverted
Risk Taker, Assertiveness
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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
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Forms of discrimination
Type
Definition
Discriminatory policies or practices
Actions that deny equal opportunity
to perform or unequal rewards for
performance
Sexual harassment
Unwanted sexual advances and other
verbal, physical condct of sexual
nature that create a hostile or
offensive work environment
Intimidation
Threats or bullying
Mockery and insults
Jokes or negative stereotypes
Exclusion
Left out of opportunities, events,
discussions, mentoring- check
intention
Incivility
Disrespectful treatment: aggressive
behavior, interrupting, or ignoring
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Ability
An individual’s capacity to perform the various tasks in a
job.
 Intellectual and Physical Abilities
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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.
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Dimensions of Intellectual Ability
Number
Aptitude
Verbal
Comprehension
Memory
Spatial
Visualization
Intellectual
Ability
Deductive
Reasoning
Perceptual
Speed
Inductive
Reasoning
E X H I B I T 2–1
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Nine Basic Physical Abilities
Strength Factors
• Dynamic strength
• Trunk strength
• Static strength
• Explosive strength
Other Factors
Flexibility Factors
•Extent flexibility
•Dynamic flexibility
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•Body coordination
•Balance
•Stamina
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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.
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Implementing Diversity Management Strategies
 Making everybody more aware and sensitive to the
needs of others.
 Attracting and Selecting/developing/retaining
employees
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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
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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)
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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
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