ORGANISATIONAL

BEHAVIOR

LECTURER: NGAN TUYET

TRUONG
<SEM 3 - 2021>
Module 2

D I VE RS I T Y
 Describe Describe the two major forms of workforce diversity
and give examples of how workplace discrimination
undermines diversity effectiveness.

Identify
Chapter Identify the key biographical characteristics and
describe how they are relevant to OB.

Objectives
Define Define intellectual ability and demonstrate its
relevance to OB.

Contrast Contrast intellectual and physical ability.

Describe Describe how organizations manage diversity

effectively.
 2-3

Levels of Diversity

Surface-level diversity - differences Less significant over time

in age, race, gender, etc.

Deep-level diversity - differences in More important in the long run

personality and values
Discrimination 2-4
 RMIT Classification: Trusted

2-5

Biographical Characteristics
 Biographical characteristics include:
 Age
 Gender
 Race
 Disability
 Length of service
 2-6

Age
 The relationship between age and performance is important because:
 The workforce is aging
 Mandatory retirement is outlawed
 2-7

 Do women perform as well on the job as

men?
 Few, if any, important differences, but:
 Women in male domains are
perceived as less likeable, more
hostile, and less desirable as
Gender supervisors
 Women are less likely to be
assigned challenging positions
 Women often earn less than
men in the same position
 Women face maternal wall bias

Women Characteristics to Lead

 Chairwoman of the National
Assembly of Vietnam – Nguyen
Thi Kim Ngan

 Deputy of the State

Duma of Russia –
Natalia Poklonskaya

1-
 2-8

Race and Ethnicity

 Research shows that:
 Individuals slightly favor colleagues of their own race in performance evaluations, promotion decisions,
and pay raises
 Racial and ethnic minorities report higher levels of discrimination in the workplace
 African Americans tend to fare worse than Whites in employment decisions
 Some industries are less racially diverse than others
 2-9

Disability
 Americans with Disabilities Act requires employers
to make reasonable accommodations for people
with physical or mental disabilities
 What about Vietnam?
 2-10

Other Biographical Characteristics

Tenure

Religion

Sexual Orientation

Gender Identity

Cultural Identity
 2-11

Ability
A B I L I T Y: A N I N D I V I D U A L’ S C U R R E N T C A PA C I T Y
T O P E R F O R M T H E V A R I O U S TA S K S I N A J O B
Intellectual abilities: Abilities needed to perform mental
activities
Physical abilities: Abilities needed to perform physical
activities
Intellectual Ability 2-12
Physical Ability 2-13
 2-14

Implementing Diversity
Management Strategies
 Diversity management:
 Makes everyone more aware of
 and sensitive to the needs and differences of others
 2-15

Attracting, Selecting, Developing, and Retaining

Diverse Employees

Target underrepresented groups Ensure the hiring and promotion is bias Develop a positive diversity climate
free
Workers prefer organizations that value diversity
 2-16

 Diversity can both help and hurt team

performance
 Leverage differences for superior performance
Diversity in  Transformational leaders are more effective in
Groups managing diverse teams
 RMIT Classification: Trusted

2-17

Effective Diversity Programs

 Teach managers about the legal
framework for equal employment
opportunity and encourage fair
treatment of all people regardless of
their demographic characteristics
 Teach managers how a diverse
workforce will be better able to serve a
diverse group of customers and clients
 Foster personal development practices
that bring out the skills and abilities of
all workers
 2-18

Implications for Managers

01 02 03 04 05
Understand
Understand Assess
Assess and
and challenge
challenge Look
Look Evaluate
Evaluate Seek
Seek
••Understand
Understand your
your ••Assess
Assess and
and challenge
challenge your
your ••Look
Look beyond
beyond observable
observable ••Fully
Fully evaluate
evaluate what
what ••Seek
Seek to
to understand
understand and
and
organization’s
organization’s stereotype
stereotype beliefs
beliefs to
to increase
increase biographical
biographical characteristics
characteristics accommodations
accommodations aa personperson respect
respect the
the unique
unique
antidiscrimination
antidiscrimination policies
policies your
your objectivity
objectivity and
and consider
consider the
the individual’s
individual’s with
with disabilities
disabilities will
will need
need and
and biographical
biographical characteristics
characteristics of
of
thoroughly
thoroughly and
and share
share them
them capabilities
capabilities before
before making
making then
then fine-tune
fine-tune the
the job
job to
to that
that your
your employees;
employees; be
be fair
fair but
but
with
with your
your employees
employees management
management decisions
decisions person’s
person’s abilities
abilities individualistic
individualistic
Wrap Up
 RMIT Classification: Trusted

2-18

 Described the two major forms of workforce

Summary diversity and gave examples of how workplace
discrimination undermines diversity
effectiveness.

 Recognized stereotypes and explored how they

function in organizational settings.

 Identified the key biographical characteristics

and described how they are relevant to OB.

 Defined intellectual ability and demonstrated its

relevance to OB.

 Contrasted intellectual and physical ability.

 Described how organizations manage diversity

effectively.
 RMIT Classification: Trusted

End of Module 2
QUESTIONS?