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Attitudes, Decrease Engagement, Decreased Motivation, Higher Absenteeism, More Health Issues, and Higher Turnover Intentions

The document discusses diversity and its levels in organizations. It defines surface-level diversity as differences in observable characteristics like gender or age, while deep-level diversity refers to differences in values and personality. Discrimination and stereotyping can negatively impact employee performance and satisfaction by activating stereotypes. Effective diversity programs teach legal compliance, value of diversity to customers, and bring out skills through acknowledging different perspectives.

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Jezril Villarin
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44 views

Attitudes, Decrease Engagement, Decreased Motivation, Higher Absenteeism, More Health Issues, and Higher Turnover Intentions

The document discusses diversity and its levels in organizations. It defines surface-level diversity as differences in observable characteristics like gender or age, while deep-level diversity refers to differences in values and personality. Discrimination and stereotyping can negatively impact employee performance and satisfaction by activating stereotypes. Effective diversity programs teach legal compliance, value of diversity to customers, and bring out skills through acknowledging different perspectives.

Uploaded by

Jezril Villarin
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Chapter 2: Diversity and Organizations

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Diversity - A range of different things. The state of being diverse; variety.

Levels of Diversity

 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. (demographics mostly reflect)
 Deep-level diversity – Differences 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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Discrimination – noting of difference between things; often we refer to unfair discrimination,


which means making judgments about individuals based on stereotypes regarding their
demographic group.

- Allowing our behavior to be influenced by stereotypes about groups of people.

Stereotyping – judging someone on the basis of our perception of the group which that person
belongs.

- Can affect how potential targets of discrimination see themselves.

Stereotype Threat – the degree to which we internally agree with the generally negative
stereotyped perceptions of our group.

- This can happen when we are a minority in a situation.


- People may perform differently when reminded of their stereotyped group.
- Employees who feel it may have lower performance, lower satisfaction, negative job
attitudes, decrease engagement, decreased motivation, higher absenteeism, more
health issues, and higher turnover intentions.

Forms of Discrimination

 Discriminatory policies/practices – deny equal opportunity to perform or unequal rewards


for performance.
 Sexual Harassment – unwanted sexual advances and other verbal or physical conduct of
sexual nature that create a hostile or offensive work environment
 Intimidation – overt threats or bullying directed at members of specific groups of
employees.

 Mockery and Insult - Jokes or negative stereotypes; sometimes the result of jokes are
taken too far.

 Exclusion – Exclusion of certain people from job opportunities, social events, discussions,
or informal mentoring: can occur unintentionally.

 Incivility – Disrespectful treatment, including behaving in an aggressive manner,


interrupting the person, or ignoring his or her action.
Negative consequences for employers

 Reduce productivity and organizational citizenship behavior

 More conflict

 Increased turnover

 Increase risk taking behavior

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Biographical Characteristics

 AGE- the relationship between job performance and age is hugely important.

 GENDER- few important differences in job performance between men and women.

 RACE and ETHNICITY- individuals tend to favour colleagues of their own race performance
evaluations, promotions, decisions and pay raises.

- Positive diversity climate – an environment of inclusiveness and an acceptance of


diversity.

 DISABILITY- higher performance evaluations, but lower expectations and performance


often higher than those without disabilities.

 HIDDEN DISABILITIES- an individual decides to disclose a disability that isn’t easily


observable.

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Other Differentiating Characteristics

 Tenure – the amount of time that a person holds a job, office or title. In an organization
tenure is expressed as work experience.
 Religion – People of different religious faith conflicts. Faith can be an employment issue
(example: Muslims who wears their religious attire are most likely losing the chance to
be accepted).
 Sexual Orientation and Gender Identity – LGBT employees remain a work in progress.
However, other companies slowly accepted the LGBT community which is now have a
new acronym QUILTBAG (questioning, undecided, lesbian, transgender, bisexual, asexual
and gay).
 Cultural Identity – link with the culture of family ancestry or youth that lasts a lifetime.
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The Relevance of Intellectual and Physical abilities to OB

 Intellectual abilities- the capacity to do mental activities-thinking, reasoning, and problem


solving.

 Physical abilities- the capacity to do tasks that demand stamina, dexterity, strength, and
similar characteristics.

Dimensions of Intellectual Ability

 Number aptitude - Ability to do speedy and accurate arithmetic.


 Verbal comprehension - Ability to understand what is read or heard and the relationship
of words to each other.
 Perceptual speed - Ability to identify visual similarities and differences quickly and
accurately.
 Inductive reasoning - Ability to identify a logical sequence in a problem and then solve
the problem.
 Deductive reasoning - Ability to use logic and assess the implications of an argument.
 Spatial Visualization - Ability to imagine how an object would look if its position in space
were changed.
 Memory - Ability to retain and recall past experiences.

Nine Basic Physical Activities

 Dynamic Strength - Ability to exert muscular force repeatedly or continuously over


time.
 Trunk Strength - Ability to exert muscular strength using the trunk.
 Static Strength - Ability to exert force against external objects.
 Explosive Strength - Ability to expand a maximum of energy in one or a series of
explosives act.
 External Flexibility - Ability to move trunk and back muscles as far as possible.
 Dynamic Flexibility - Ability to make rapid, repeated flexing movements.

Other Factors

 Body Coordination - Ability to coordinate the simultaneously actions of different parts of


the body.
 Balance - Ability to maintain equilibrium despite pulling off balance.
 Stamina - Ability to continue maximum effort requiring prolonged effort over time.
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Implementing Diversity Management Strategies

1. Attracting
2. Selecting
3. Developing
4. Retaining Diverse Employees

 Diversity Management - makes everyone more aware of and sensitive to the needs and
differences of others.

Effective Diversity Programs

(3) Distinct component

1. Teach managers about the legal framework for equal employment, opportunity and
encourage fair treatment of all people regardless of their demographic characteristics.
2. Teach managers how a diverse workforce will be better able to serve a diverse market of
customers and client.
3. They foster personal development practices that bring out the skills and abilities of all
workers, acknowledging how difference in perspective can be a valuable way to improve
performance for everyone.

Names: (I don’t know if relevant)

 At Tofutti – maker of dairy-free products


 David Mintz – Tofutti’s CEO
 Naomi Sutherland – senior partner in diversity at recruiter Korn Ferry.
 John Browne – former CEO of BP.

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