Chapter 2 – Diversity in

Organizations
Noor Ali
Noor.Ali@dsu.edu.pk
+92 300 022 6818
 After studying this chapter, you
should be able to:
OBJECTIVES

• Understand the levels of Diversity

• The kinds of discriminating practices in an
organization
• How to implement Diversity Management strategies in
an Organization
LEARNING
Diversity

• Identity-based differences among and between people that

affect their lives as applicants, employees, and customers
 Levels of Diversity:
Surface and Deep Level Diversity

Surface-Level Diversity Demographics

Age Characteristics

Personality Attitudes
Physical Race/
Capabilities Deep-Level Diversity Ethnicity

Values/Beliefs
Personality,
Values & Beliefs

Gender
Surface Level Similarity

• Surface level similarly will not necessary lead to positive interaction,

because their may be deep-level differences
• You can identify through in-depth conversation
• Political, Religious & Social Beliefs
• Philosophy of Life
• Personality Type
• Cultural values
BIOGRAPHICAL CHARACTERSTICS

• Biographical characteristics are ‘Surface Level Diversity’

Race & Gender

Age Sex Disability Religion Tenure
Ethnicity Identity
Leading The 4 Generation at Work

SILENT • Age 72 to 92 years

• Silent are considered as most loyal workers, highly dedicated
(Born between 1925 and and risk averse, strong commitment to teamwork and
1946) collaboration and good at interpersonal communication.

BABY BOOMERS • Age 53 to 71 years [First Generation]

(Born between 1946 and • They give high priority to work over personal life, the more
optimistic and open to change than prior generation.
1964)

• Age 37 to 52 years
GENERATION XERS • They are the product of change.
(Born between 1965 and • They naturally question authority figures and responsible for
work life balance, generation posses strong technical skills
1980) and more independent.

MILLENNIALS OR • They grow up using internet and IT from very young age.
GENERATION Y (Born in • They expect lots of feedback and rewards in the workplace.
• This group is first global centric generation, came during the
or after 1981) rapid growth of internet, they are most resilient (strong) in
Maximum age 36 years navigating change and appreciate diversity inclusion.
Discrimination

• Differential treatment (usually negative)

• Our decisions are influenced by stereotypes about group of people

• Rather than looking at individual characteristics, we judge
everyone in the group as same
Discriminatory Practices at Workplace

• Discriminatory Policies – Gender bias, Age bias etc.

• Harassment – Verbal or Physical conduct that creates a hostile environment
• Intimidation – Threats or bullying
• Insults – Jokes taken too far
• Exclusion - Not including certain people in social activities
Race & Ethnicity

Race (Biological Heritage) Ethnicity (Cultural)

• Classification of human beings • Classification of human beings
according to biographical / physical according to their cultural
characteristics. background.
• For Example: • For Example:
• Skin Color • Cultural (Punjabi, Pashtun, Sindhi,
Baloch etc..)
• Eye Color
• Hair
• Sizes and shapes
On the basis of Race & Ethnicity

• In workplace settings employees do favor their race &

ethnicity
• May slightly favor in performance appraisal, promotion
decision, and pay rises etc.

• Making worse decisions for specific race [Discrimination]

• i.e. Non-White must have to use separate entrance at
work
Disability

• Employers are required to make reasonable arrangement, so

the workplace can be accessible by the people who are
physically or mentally disable
Some jobs obviously cannot be
accommodated to some disabilities

• A blind person could not be a bus driver

• Person with profound mobility constraints probably could not be a
police patrol officer
• Mental Vs. Physical Disabilities
• Employees with mental disabilities impair performance more than
physical disabilities
• Individual with common mental health issues as depression, and
anxiety are significantly more likely to be absent from work
• People with mental illness are given lower ratings
Other Biographical Characteristics:

Tenure, Religion, and Gender Identity

• Tenure: The impact of seniority on job performance
• Relationship Between:
• Seniority and Job Productivity is (Positive)
• So the work experience is good predictor of employee productivity
• Seniority and Turnover/ Absenteeism (Negative)
• Longer a person works, less likely to he or she is to quit
• Tenure and Job Satisfaction (Positive)

• The past behavior is the best predictor of future behavior

• Tenure at previous job is best predictor of future employee turnover
Religion
• Discrimination on the basis of religion, sect or belief system
• Not hiring: Muslims, Christians, Hindus, Jews
• Attire at workplace
Ability (Deep level Diversity)

• Ability is an individual’s current capacity to perform the various

tasks in a job

Intellectual Physical
‫دانشور‬ ‫جسمانی‬
Intellectual Abilities ‫دانشورانہ صالحیتیں‬

• Intellectual abilities needed to perform mental activities—Critical

Thinking, Reasoning, Problem solving, and Creative Skills
• Many people focus on strengthening mental abilities because
generally people can earn more if they are sound in these
abilities
• Receive higher education, certification and affiliations
• Attend workshop, parallel education (E-MBA, Diplomas etc..)
Physical Abilities

• The ability to perform some physical act; contrasting with

mental ability
Implementing Diversity
Management Strategies
• Diversity Management: 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
• Diversity in groups - Does diversity help or hurt group performance?
• Effective Diversity Programs
• Teach managers about the legal framework for equal employment opportunity
and encourage fair treatment of all people
• Teach managers how a diverse workforce will be better able to serve a diverse
market of customers and clients
• Foster personal development practices that bring out the skills and abilities of all
workers, acknowledging how differences in perspective can be a valuable way
to improve performance for everyone