Ch4

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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


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