5399 5668 02

Robbins, Judge, and Vohra
Organizational Behavior
14th Edition
Diversity in Organizations
Kelli J. Schutte
William Jewell College Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Chapter Learning Objectives

After studying this chapter, you should be able to:
Describe the two major forms of workforce diversity. Define the key biographical characteristics and describe how they are relevant to OB. Define intellectual ability and demonstrate its relevance to OB. Contrast the two types of ability. Describe how organizations manage diversity effectively. Show how culture affects our understanding of biographical characteristics and intellectual abilities.
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Diversity
Surface-level diversity
Deep-level diversity
Diversity Management
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Biographical Characteristics
Objective and easily obtained personal characteristics. Age
Older workers bring experience, judgment, a strong work ethic, and commitment to quality.
Gender
Few differences between men and women that affect job performance.
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Biographical Characteristics (Continued)

Disability
Todays organizations have started making efforts to hire people with disabilities.
Tenure
People with job tenure (seniority at a job) are more productive, absent less frequently, have lower turnover, and are more satisfied.
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Other Biographical Characteristics

Religion
May impact the workplace in areas of dress, grooming, and scheduling. The law prohibits employers from discriminating against employees on the basis of their religion.
Sexual Orientation
In June 2009, the High Court of Delhi, in a landmark judgment, decriminalized homosexual sex between consenting adults, overturning a 149-year-old British colonial law Domestic partner benefits are an important consideration.
Gender Identity
Relatively new issue transgendered employees.
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Ability
An individuals 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. No correlation between intelligence and job satisfaction.
Physical Abilities
The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics.
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Dimensions of Intellectual Ability

Number Aptitude
Memory
Verbal Comprehension
Spatial Visualization
Intellectual Ability
Perceptual Speed
Deductive Reasoning
Inductive Reasoning
See E X H I B I T 23 for details Copyright 2012 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e
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Nine Basic Physical Abilities

Strength Factors Dynamic strength Trunk strength Static strength Explosive strength
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Flexibility Factors
Flexibility Factors Extent flexibility Dynamic flexibility
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Other Physical Factors
Other Factors Body coordination Balance Stamina
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Role of Disabilities
When focusing on ability, it can create problems when attempting to develop workplace policies that recognize diversity in terms of disabilities. It is important to recognize diversity and strive for it in the hiring process. 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, Selecting, Developing, and Retaining the Diverse Employees
Working with Diversity in Groups
Effective Diversity Programs

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Global Implications
Not much evidence on the global relevance of the relationships described in this chapter. Countries do vary dramatically on their biographical composition.
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Additional Global Implications

Intellectual Abilities
Structures and measures of intelligence generalize across cultures.
Diversity management is important across the globe. However, different cultures will use different frameworks for handling diversity.
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Summary and Managerial Implications

Summary:
Ability
Directly influences employees level of performance. Managers need to focus on ability in selection, promotion, and transfer. Fine-tune job to fit incumbents abilities.
Should not be used in management decisions: possible source of bias.
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Summary and Managerial Implications

Must be an ongoing commitment at all levels of the organization. Policies must include multiple perspectives and be long term in their orientation to be effective.
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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
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Robbins, Judge, and Vohra

Chapter Learning Objectives

Biographical Characteristics (Continued)

Other Biographical Characteristics

Dimensions of Intellectual Ability

Nine Basic Physical Abilities

Flexibility Factors Extent flexibility Dynamic flexibility

Other Physical Factors

Other Factors Body coordination Balance Stamina

Implementing Diversity Management Strategies

Working with Diversity in Groups

Effective Diversity Programs

Additional Global Implications

Summary and Managerial Implications

Summary and Managerial Implications

Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall

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