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Diversity in Organizations

The document discusses diversity in organizations and effective diversity programs. It covers topics such as forms of workforce diversity, discrimination, biographical characteristics like age, gender and race, abilities, physical abilities, and attracting, selecting, developing and retaining a diverse workforce. An effective diversity program teaches managers about legal frameworks, capitalizes on diversity, and fosters personal development to bring out the skills of all workers.

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Zia Uddin
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37 views25 pages

Diversity in Organizations

The document discusses diversity in organizations and effective diversity programs. It covers topics such as forms of workforce diversity, discrimination, biographical characteristics like age, gender and race, abilities, physical abilities, and attracting, selecting, developing and retaining a diverse workforce. An effective diversity program teaches managers about legal frameworks, capitalizes on diversity, and fosters personal development to bring out the skills of all workers.

Uploaded by

Zia Uddin
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Lecture TWO

Diversity in
Organizations
Demographic Characteristics of the U.S.
Workforce

 U.S. workforce become diversity today.


 In order to adapt this shift, organizations need to
make diversity management a central component
of their policies and practices.
1. Diversity
2. Discrimination
3. Biographical Characteristics
4. Ability
5. Physical Abilities
6. Effective Diversity Programs
Level of Diversity
Two major forms of workforce diversity:-
 Surface-level diversity:
– Difference in easily perceived characteristics.
– It can lead employees to perceive one another through
stereotype and assumption.
– Such as race, age, gender…
 Deep-level diversity:
– More important for determining similarity as people get
to know one another.
– Such as values, personality, and work preferences.
Discrimination

 Discrimination means we allowing our behavior to


be influence by stereotypes about groups of people.
– Unfair discrimination is often very harmful to organization
and employees, such as reduced productivity, negative
conflicts, and increased turnover.
– Discrimination type
• Discriminatory policies or practices
• Sexual harassment
• Intimidation
• Mockery and insults
• exclusion
• incivility
Forms of Discrimination
Biographical characteristics
 Biographical characteristics means personal
characteristics that are objective and easily
obtained from personal records.
– Surface-level diversity
– such as age, gender, race, and length of tenure
Age

 Dose age and job performance have relationship?


– An employee is older, who is less likely to quit.
– Older employee have lower rater of avoidable absence than
do younger employees, but they have higher rates of
unavoidable absence.
 Dose age and job satisfaction have relationship?
– Satisfaction tends to continually increase among professionals
as they age.
– However, satisfaction tends to decrease among
nonprofessionals during middle age and then rises again in
the later years.
Gender
 Whether women perform as well on jobs as men
do?
– There are few differences between men and woman in
job performance.
– Work schedules seem to differ between genders.
– A one study point out woman more liking to turn out
than men. But now??
– Parents were rated lower in job commitment,
achievement striving, dependability than individuals
without children.
Race and Ethnicity
 Race means biological heritage people, Ethnicity
is additional set of cultural characteristics that
often overlaps with race.
– People tend to favor colleagues of their own race.
– Substantial racial differences exist in attitudes toward
affirmative action.
– African Americans generally fare worse than Whites in
employment decisions.
Disability
 Workers with disabilities receive higher
performance evaluations
 But they also encounter lower performance
expectations and are less likely to be hired.
Other Biographical Characteristics

 Tenure means seniority as time on a particular job.


– Tenure is a good predictor of employee productivity.
– Tenure on an employee’s previous job is a powerful predictor of
that employee’s future turnover.
 Religion
 Sexual orientation and gender identity
Ability, Intellect, and Intelligence

Ability
An individual’s capacity to perform
the various tasks in a job

Intellectual Ability
The capacity to do mental activities thinking,
reasoning, and problem solving.
• General mental ability(GMA) is an
overall factor of intelligence, as
suggested by the positive correlations
among specific intellectual ability
dimensions.
• Wonderlic Personnel Test
• The correlation between intelligence and
job satisfaction is about zero
Dimensions of Intellectual Ability

• Number aptitude
• Verbal comprehension
• Perceptual speed
• Inductive reasoning
• Deductive reasoning
• Spatial visualization
• Memory

E X H I B I T 2–1
Dimensions of Intellectual Ability
Ability, Intellect, and Intelligence
Multiple Intelligences
Intelligence contains four subparts:
• Cognitive,
• Social,
• Emotional, And
• Cultural
Physical Abilities
Physical Abilities
The capacity to do tasks
demanding stamina, dexterity,
strength, and similar
characteristics
Nine Physical Abilities

Strength Factors
1. Dynamic strength
2. Trunk strength
3. Static strength
4. Explosive strength Flexibility Factors
5. Extent flexibility
Other Factors 6. Dynamic flexibility
7. Body coordination
Source: Adapted from
8. Balance HRMagazine published
by the Society for Human
Resource Management,

9. Stamina Alexandria, VA.

E X H I B I T 2–2
Nine Physical Abilities
The Ability-Job Fit

Ability-Job
Employee’s Fit Job’s Ability
Abilities Requirements
Global Implications
Global Implications
 Biographical Characteristics
– Some biographical vary across culture.
 Intellectual Ability
– Evidence strongly supports the idea that the structures
and measures of intellectual abilities generalize across
culture.
 Diversity Management
Diversity management is a 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-1
 Attract diverse employees : target recruiting
messages to specific demographic groups
underrepresented in the workforce.
 The selection process is one of the most important
places for diversity efforts.
– Fair and objective, qualifications are more important!
 Similarity in personality does appear to affect career
advancement.
– Collectivistic cultures & individualistic cultures
– Deep-level diversity is more important than surface-level
diversity.
Attracting, Selecting, Developing, and
Retaining Diverse Employees-2
 Individuals who are demographically different from
their co-works are more likely to feel low commitment
and turn out.
 All workers appeared to prefer an organization that
values diversity.
Diversity in Group
 Diversity will help or hurt group performance.
– Trait diversity or Demographic diversity

good
Effective Diversity Programs
 Organization use a variety of efforts to capitalize
on diversity
– Teach managers about the legal framework for equal
employment opportunity
– 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 ability of all workers.

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