Chapter 2: Diversity in Organizations

By: Faiza Amir

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.
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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 Mockery & insults Exclusion Incivility Harassments

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Age

Objective and easily obtained personal characteristics.

Gender

Older workers bring experience, judgment, a strong work ethic, and commitment to quality.

Race

(the biological heritage used to identify oneself)

Few differences between men and women that affect job performance.

Contentious issue: differences exist, but could be more culture-based than race-based.

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Tenure

People with job tenure (seniority at a job) are more productive, absent less frequently, have lower turnover, and are more satisfied. Islam is especially problematic in the workplace in this post-9/11 world. Federal law does not protect against discrimination (but state or local laws may). Domestic partner benefits are important considerations. Relatively new issue transgendered employees.
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Religion

Sexual Orientation

Gender Identity

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

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Made

up of two sets of factors:

Intellectual Abilities

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

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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)

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Strength Factors

Dynamic strength (Exert Muscular force) Trunk strength (Exert Muscular Strength) Static strength (Exert Force against external Object) Explosive strength (Energy in explosive Acts)

Flexibility Factors Other Factors

Extent flexibility (Move trunk & Back Muscles) Dynamic flexibility (Rapid Repeated Movement) Body coordination Balance Stamina

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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 coworkers are more likely to feel low commitment and turn over rate is high. All workers appeared to prefer an organization that values diversity.
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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.

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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.

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

Learning components:

Involves Change Is Relatively Permanent Is Acquired Through Experience

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