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Chapter 2

Diversity in Organizations

After studying this chapter you should be able to:

1. Describe the two major forms of workforce diversity and give examples of how workplace discrimination undermines diversity effectiveness.
2. Identify the key biographical characteristics and describe how they are relevant to OB.
3. Define intellectual ability and demonstrate its relevance to OB.
4. Contrast between intellectual and physical ability.
5. Describe how organizations manage diversity effectively. Copyright ©2016 Pearson Education, Inc.

Levels of Diversity

• (^) Surface-level diversity - differences in

age, race, gender , etc.

 (^) Less significant over time

• (^) Deep-level diversity - differences in

personality and values

 (^) More important in the long run

While surface-level diversity can initially

lead to stereotypes and assumptions about

others, as people get to know one another,

these differences become less significant,

and deep-level diversity such as personality

and values becomes more important.

Copyright ©2016 Pearson Education, Inc. Types of d iscrimination

Copyright ©2016 Pearson Education, Inc. 2- 7 Age

• The relationship between age and performance is important because:  The workforce is aging  Mandatory retirement is outlawed. Research shows that the older you get the less likely you are to quit your job, the more likely you are to have a lower rate of avoidable absence, the more likely you are to engage in citizenship behavior. Furthermore, job satisfaction increases among professionals as they age; however, that may not hold true for manual labor. Research shows that combatting age

Copyright ©2016 Pearson Education, Inc. Gender

• 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 supervisors  (^) Women are less likely to be assigned challenging positons  (^) Women often earn less than men in the same position  (^) Women face maternal wall bias

Copyright ©2016 Pearson Education, Inc. 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. Race and Ethnicity

Copyright ©2016 Pearson Education, Inc. Disability

• Americans with Disabilities Act requires employers to make reasonable accommodations for people with physical or mental disabilities.
• Studies show that workers with disabilities receive higher performance evaluations, while at the same time, they also have lower performance expectations and are less likely to be hired.

Copyright ©2016 Pearson Education, Inc. 1- Tenure expressed as work experience is a good predictor of employee productivity. Seniority is negatively related to absenteeism. In addition, the longer an individual has been in a job, the less likely the individual is to quit. U.S. law prohibits employers from discriminating against employees based on their religion. Even so, religion is still an issue in OB, especially when it comes to Islam. Evidence shows that people are discriminated against for their Islamic faith. Today’s global companies do well to understand and respect the cultural identities of their employees, both as groups and as individuals. A company seeking to be sensitive to the cultural identities of its employees should look beyond accommodating its majority groups and instead create as much of an individualized approach to practices and norms as possible.

Ability

• Ability: An individual’s current capacity to

perform the various tasks in a job

 Intellectual abilities : Abilities needed to

perform mental activities

 Physical abilities

Copyright ©2016 Pearson Education, Inc. Dimensions of physical Ability

Implementing Diversity Management Strategies Copyright ©2016 Pearson Education, Inc.

• Diversity management: Makes everyone more aware of and sensitive to the needs and differences of others. - Diversity programs include and are meant for everyone.

Copyright ©2016 Pearson Education, Inc. 1-

To enhance workforce diversity , organizations

should target underrepresented groups through

ads in publications geared toward certain

demographic groups, recruiting at universities

and colleges with significant members of

minorities, and forming partnerships with

associations that represent women and

minorities.

Copyright ©2016 Pearson Education, Inc. 1-

Studies also show that a positive diversity

climate is related to organizational

commitment and lower turnover intentions

among African American, Hispanic, and

White managers.