Chapter 2 3.

Intimidation “Overt threats or

Diversity in Organizations bullying…”
4. Mockery and Insults “Jokes or negative
Levels of Diversity stereotypes…”
5. Exclusion “Exclusion of certain
Surface-Level Diversity people from job
- Differences in easily perceived opportunities…; can
characteristics, such as gender, occur unintentionally.”
race, ethnicity, age, or disability, 6. Incivility “Disrespectful
that do not necessarily reflect treatment…”
the ways people think or feel but
that may activate certain
stereotypes. (GREAD)
- Disregards thoughts and feelings
and can lead employees to
perceive one another through
stereotypes and assumptions.

Deep-Level Diversity
- Differences in values, personality,
and work preferences that
become progressively more
important for determining
similarity as people get to know Diversity is a broad term, and the phrase workplace
one another better. (VPWP) diversity can refer to any characteristic that makes
people different from one another.
Recognizing Stereotypes and Understanding How
They Function in Organizational Settings Identifying Key Biographical Characteristics and
Describing Their Relevance to O.B. (ASREO)
Discrimination
- Noting of a difference between Biographical Characteristics
things; often we refer to unfair - Personal characteristics such as
discrimination, which means age, gender, race, and length of
making judgments about tenure that are objective and
individuals based on stereotypes easily obtained from personnel
regarding their demographic records. These characteristics are
group. representative of surface-level
- Usually when we talk about diversity.
discrimination, though, we mean
allowing our behavior to be Biographical Characteristics
influenced by stereotypes about
groups of people. Rather than Age
looking at individual What effect does age actually have on
characteristics, unfair turnover, absenteeism, productivity, and job
discrimination assumes that satisfaction?
everyone in a group is the same.
Turnover
Forms of Discrimination (DPSHIMIEI) The older you get, the less likely you
are to quit your job since there are fewer
Types of Discrimination Key Words alternative job opportunities as their skills
1. Discriminatory “…deny equal have become more specialized to certain
Policies and opportunity to perform types of work. Their longer tenure may
Practices or unequal rewards for provide them a greater wage rate, longer
performance.” paid vacations, and attractive pension
2. Sexual Harassment “Unwanted sexual benefits.
advances…that create
a hostile or offensive
work environment.”
 Absenteeism feedback than to those who applied without
Moreover, older employees have indication of their disability.
lesser avoidable absences than do younger
employees. Also, they have equal rates of Other Biographical Characteristics:
unavoidable absences. 1. Tenure
2. Religion
Productivity 3. Sexual Orientation
A study found that older employees 4. Gender Identity
are more productive than their younger
counterparts.
Ability
Job Satisfaction So far, we’ve covered surface
Job satisfaction depends on the kind characteristics unlikely, on their own, to directly
of employee, if whether he is a professional relate to job performance. Now we turn to deep-
or a nonprofessional. If the employee is a level abilities that are closely related to job
professional, his job satisfaction is said to performance. What does ability mean? As we use
increase as he ages. As for nonprofessionals, the term, ability is an individual’s current capacity
their job satisfaction is said to decrease to perform the various tasks in a job. Overall abilities
during their middle ages and rise again are essentially made up of two sets of factors:
during in the later years. intellectual and physical.

Sex Factors of Abilities:

There are no major differences between
men and women in job productivity. One issue that Intellectual Abilities
seems to differ in men and women, especially when - The capacity to do mental
the employee has a toddler, is preference for work activities such as thinking,
schedules. To this, women are more likely to turn reasoning, and problem solving.
over than men. Women also have higher rates of Most societies place a high value
absenteeism. However, aforementioned statements on intelligence since people with
have been from studies years back. Today, the roles a higher level of intellectual
of men and women in the household have abilities are more likely to
definitely changed. One interesting finding is that emerge as leaders of groups.
regardless of sex, parents were rated lower in job
commitment, achievement striving, and Dimensions of Intellectual Ability
dependability than individuals without children.
Employees who have experienced sexual
harassment in the work place also have lower job
commitment, lower job satisfaction, and higher
levels of psychological stress.

Race and Ethnicity

Does racial and ethnic discrimination lead
to negative workplace outcomes?
As noted earlier, most research shows that
members of racial and ethnic minorities report
higher levels of discrimination in the workplace.
Some research suggests that having a positive
climate for diversity overall can lead to increased
sales.

Disability
Over the years, more companies have
welcomed disabled personnel to work for them.
However, there still remains a stigma regarding the General Mental Ability
hiring of disabled people and it being done out of - An overall factor of intelligence,
pity. A study found that upon indication of a as suggested by the positive
disability (in their resumes and etc.), employers correlations among specific
were rather compelled to give remarkable intellectual ability dimensions.
 Physical Abilities Regardless of the composition of the group,
- The capacity to do tasks that differences can be leveraged to achieve superior
demand stamina, dexterity, performance. The most important way is to
strength, and similar emphasize the higher-level similarities among
characteristics. members. In other words, groups of diverse
individuals will be much more effective if leaders
Nine Basic Physical Characteristics can show how the members have a common
interest in the group’s success.

Effective Diversity Programs

Effective, comprehensive workforce
programs encouraging diversity have three distinct
components:

1. First, they teach managers about the legal

framework for equal employment
opportunity and encourage fair treatment of
all people regardless of their demographic
characteristics.

2. Second, they teach managers how a

diverse workforce will be better able to
The Role of Disabilities serve a diverse market of customers and
The importance of ability at work obviously clients.
creates problems when we attempt to formulate
workplace policies that recognize diversity in terms 3. Third, they foster personal development
of disability status. As we have noted, recognizing practices that bring out the skills and abilities
that individuals have different abilities that can be of all workers, acknowledging how
taken into account when making hiring decisions is differences in perspective can be a
not problematic. However, it is discriminatory to valuable way to improve performance for
make blanket assumptions about people on the everyone.
basis of a disability. It is also possible to make
accommodations for disabilities. Also, aimless diversity programs that do not track
the progress of diversification tend to be ineffective
in progressing diversity. Researchers also suggest
Implementing Diversity Management Strategies that diversity experiences are more likely to lead to
positive adaptation for all parties if:
Diversity Management
- The process and programs by (1) the diversity experience undermines
which managers make everyone stereotypical attitudes,
aware of and sensitive to the
needs and differences of others. (2) if the perceiver is motivated and
able to consider a new perspective
Attracting, Selecting, Developing, and Retaining on others,
Diverse Employees
Point is to enhance representation of (3) if the perceiver engages in
specific underrepresented groups in the workforce. stereotype suppression and
Managers who hire need to value fairness and generative thought in response to
objectivity and maintain a bias-free hiring so that the diversity experience, and;
their employees will appreciate their jobs more,
causing a lesser turnover. (4) if the positive experience of
stereotype undermining is repeated
Diversity in Groups frequently.
When people work in groups, they need to
establish a common way of looking at and
accomplishing the major tasks, and they need to END
communicate with one another often.