Ch4
Trends in Workforce Diversity
-By 2060, 57% of the workforce will consist of minority groups -Minorities make up a smaller percentage in the professional class -They are involved in more discrimination cases -They achieve lower earnings
Forming and Maintaining Stereotypes
-Categorization -Inferences -Expectations -Maintenance
Three Dimensions of Behavior
-Consensus -Distinctiveness -Consistency
Characteristics of the Situation
-Context of interaction -Culture and race consistency between perceiver and target
Characteristics of Target
-Direction of gaze -Facial and body shape characteristics -Nonverbal cues -Appearance or dress -Physical attractiveness
Characteristics of the Perciever
-Direction of gaze -Needs and goals -Experience with target -Category based knowledge -Gender and emotional status -Cognitive load
Managerial challenges and Recommendations
-Educate people about stereotypes and how they influence behavior and decision making -Create opportunities for diverse employees to meet and work with others -Encourage all employees to increase their awareness
Performance Appraisals
-Faulty perceptions about performance leads to inaccurate appraisals and erode morale. -Faulty perceptions are reduced by use of objective measures, training, use of HR analytics for capturing daily performance.
Managing Diversity
-Focus on changing organizational culture and structure -Enable people to perform to potential -Relies on education, enforcement, and exposure
Hiring
-Implicit cognition may lead to biased decisions -Biased decisions are avoided by training, use of structured interviews, use of multiple interviewers
Addressing Diversity
-Include or exclude, Deny, Assimilate, Suppress, isolate, Tolerate, Build relationships, foster mutual adaptation
Affirmative Action
-Interventions to correct imbalances, injustice, mistakes, or outright discrimination -Both voluntary and mandatory programs -Not based on quotas -Can lead to stigmas for those expected to benefit from AA Programs
Business Rationale for Diversity
-Managing diversity gives an organization the ability to grow and maintain a business in an increasingly competitive marketplace -The access-and-legitimacy perspective is based on recognition that the organization's markets and constituencies
Casual Attributions
-Suspected or inferred causes of behavior -Important because attributions affects our perceptions of cause and our choice of action
Generational Diversity
-The population and workforce is getting older -Four generations of employees are working together (soon to be five) -Managers need to deal with generational differences in values, attitudes, and behavior
Diversity
the multitude of individual differences and similarities that exist among people
The Four Layers of Diversity
1. Personality Surface-level 2. Internal characteristics apparent to others (unchangeable) Deep-level 3. External influences 4. Organizational dimensions
Perception
A cognitive process that enables us to interpret and understand our surroundings, affect actions and decisions. Based on: perceiver, target, situation
Fundamental Attribution Bias
A tendency to attribute another person's behavior to his or her personal characteristics, as opposed to situational factors
Difficulty Balancing Work and Family Issues
An example of this barrier is that women still assume the majority of the responsibilities associated with raisin children
Stereotype
An individual's set of beliefs about the characteristics or attributes of a group. May or may not be accurate, can lead to poor decisions, can create barriers for others.
Kelley's Model of Attribution
Behaviors can be attributed either to internal factors within a person or external factors in the environment.
Leadership
Employees' evaluations of leader effectiveness are influenced by their schemata of good and poor leaders
Behavioral Attributes
Managerial tendency to attribute behavior to internal causes may lead managers to take inappropriate actions. Employee's attributions for his own performance have effects on motivation, performance, and personal attitudes
Self-serving Bias
One's tendency to take more personal responsibility for success than for failure
Poor Career Planning
This barrier is associated with a lack of opportunity for diverse employees to get the type of work assignments that quality them for senior management positions
Lack of Political Savvy on the part of Diverse Employees
This barrier is associated with diverse employees not being promoted because they do not know how to 'play the game' of getting along and getting ahead in an organization.
Need for Revamped Performance Appraisal and Reward Systems
This barrier is associated with reinforcing effective diversity management, meaning that success will be based on a new set of criteria
Unsupportive and Hostile Working Environment for Diverse Employees
This barrier is associated with sexual, racial, and age harassment.
Diversity Not being seen as an Organizational Priority
This barrier is associated with subtle resistance that shoes up in the form of complaints and negative attitudes.
Fears of Reverse Discrimination
This barrier is associated with very strong resistance because people feel that one person's gain is another's loss
Resistance to Change
This barrier is related to the fact that effectively managing diversity entails significant organizational and personal change
Inaccurate stereotypes and prejudices
This barrier manifests itself in the belief that differences are viewed as weaknesses. In turn, this promotes the view that diversity hiring will mean sacrificing competence and quality.
Ethnocentrism
This barrier represents the feeling that one's cultural rules and norms are superior or more appropriate than the rules and norms of another culture.
Negative Diversity Climate
When the organization's diversity-related formal structure characteristics and informal values are viewed by employees as not fair to all employees
Discrimination
occurs when employment decisions about an individual are due to individual characteristics and attributes that are not related to the job
