DIVERSITY IN ORGANIZATIONS

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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.

Surface-level diversity Deep-level diversity

Diversity Management

Effective diversity management increases an organizations access to widest possible pool of skills, abilities and ideas. Surface Level Diversity: Differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes. Deep Level Diversity: Difference in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better.

Everybody brings differences to an organization where they work. These differences can create energy and excitement in the workplace, but they can also cause conflict. So it is important that we have an understanding of how diversity works in organizations. When we look at the workplace we can recognize two levels of diversity. Surface-level diversity represents the characteristics that are easily observed such as race, gender, age etc. Deep-level diversity represents the aspects that are more difficult to see at first glance such as values, personality, and work preferences.

Organizations need to engage in Diversity Management to eliminate unfair discrimination. By understanding what diversity is and helping employees with training and development opportunities. The negative impact of discrimination can be minimized.

Noting of differences between things; often we refer to unfair discrimination, which means making judgments about individuals based on stereotypes regarding their demographic group.
Discriminatory policies or practices Intimidation (bullying :act of intimidating a weaker

person to make them do something) Mockery & insults Exclusion Incivility Harassments

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.

Race & Ethnicity

Controversial issue: differences exist, but could be

more culture based than race based.

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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Religion
May impact the workplace in areas of dress, grooming

and scheduling

Sexual Orientation
what law protect against discrimination ( state or local

laws). Domestic partner benefits are important considerations.

Gender Identity
Relatively new issue transgendered employees.

Work itself the strongest correlation with overall satisfaction Pay not correlated after individual reaches a level of comfortable living

Advancement opportunities Supervision Coworkers A persons personality

An individuals capacity to perform the various tasks in a job.

Is a current assessment of what one can do! Employee performance is enhanced when there is a high ability-job fit

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. Intellectual ability is one of the best predictors of performance No correlation between intelligence and job satisfaction.

Physical Abilities
The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics.

Number Aptitude: (Accountant) Verbal Comprehension: (Plant Managers) Perceptual Speed: (Fire Investigator) Inductive Reasoning: (Market Researcher) Deductive Reasoning: (Supervisor) Spatial Visualization: (Interior Decorator) Memory: (Sales Person)

Strength Factors

Dynamic strength Trunk strength Static strength Explosive strength

(Exert Muscular force) (Exert Muscular Strength) (Exert Force against external Object) (Energy in explosive Acts) (Move trunk & Back Muscles) (Rapid Repeated Movement)

Flexibility Factors
Extent flexibility Dynamic flexibility

Other Factors
Body coordination Balance Stamina

The process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others.
Attracting, Selecting, Developing and Retaining Diverse Employees.
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Targeted Recruitment to specific demographic groups Value fairness and objectivity in selection, focusing on the productive potential of new recruits. Data Suggest individuals who are demographically different from their co-workers are more likely to feel low commitment and turn over rate is high. All workers appeared to prefer an organization that values diversity.

When people work in groups they need to establish a common way of looking at and accomplishing the major tasks, and they need to communicate with one another often. Regardless of the composition of group, differences can be leveraged to achieve superior performance. Groups of diverse individuals will be much more effective if leaders can show how members have a common interest in the groups success.

Effective, comprehensive workforce programs encouraging diversity have three distinct components: First they teach managers about the legal framework for equal employment opportunity and encourage fair treatment of all employees. Second, they teach managers how a diverse workforce will be better able to serve a diverse market of customers and clients. Third, they foster personal development practices that bring out the skills and abilities of all workers.

Any relatively permanent change in behavior that occurs as a result of experience

Learning components:
Involves Change Is Relatively Permanent Is Acquired Through Experience

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.

Biographical Characteristics
Not much evidence on the global relevance of the

relationships described in this chapter. Countries do vary dramatically on their biographical composition.

Intellectual Abilities
Structures and measures of intelligence generalize

Diversity Management
Diversity management is important across the

across cultures.

globe. However, different cultures will use different frameworks for handling diversity.