Chapter Robbins Judge Organizational Behavior 2 14 th

Chapter Robbins & Judge Organizational Behavior 2 14 th Edition Diversity in Organizations Kelli J. Schutte William Jewell College Copyright © 2011 Pearson Education, Inc. 2 -0

Chapter Learning Objectives Ø After studying this chapter, you should be able to: – Describe the two major forms of workforce diversity. – Define the key biographical characteristics and describe how they are relevant to OB. – Define intellectual ability and demonstrate its relevance to OB. – Contrast the two types of ability. – Describe how organizations manage diversity effectively. – Show culture affects our understanding of biographical characteristics and intellectual abilities. Copyright © 2011 Pearson Education, Inc. 2 -1

Diversity Surface-level diversity Deep-level diversity Diversity Management Copyright © 2011 Pearson Education, Inc. 2 -2

Biographical Characteristics Objective and easily obtained personal characteristics. ØAge – Older workers bring experience, judgment, a strong work ethic, and commitment to quality. ØGender – Few differences between men and women that affect job performance. Copyright © 2011 Pearson Education, Inc. 2 -3

Biographical Characteristics (Continued) Race & Ethnicity – Contentious issue: differences exist, but could be more culture based than race based. Tenure – People with job tenure (seniority at a job) are more productive, absent less frequently, have lower turnover, and are more satisfied. Copyright © 2011 Pearson Education, Inc. 2 -4

Other Biographical Characteristics Ø Religion – May impact the workplace in areas of dress, grooming and scheduling Ø Sexual Orientation – Federal law does not protect against discrimination (but state or local laws may). – Domestic partner benefits are important considerations. Ø Gender Identity – Relatively new issue – transgendered employees. Copyright © 2011 Pearson Education, Inc. 2 -5

Ability An individual’s capacity to perform the various tasks in a job. Ø Intellectual and Physical Abilities Copyright © 2011 Pearson Education, Inc. 2 -6

Ability ØMade up of two sets of factors: – Intellectual Abilities • The abilities needed to perform mental activities. • General Mental Ability (GMA) is a measure of overall intelligence. • Wonderlic Personnel Test: a quick measure of intelligence for recruitment screening. • No correlation between intelligence and job satisfaction. – Physical Abilities • The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics. Copyright © 2011 Pearson Education, Inc. 2 -7

Dimensions of Intellectual Ability Number Aptitud e Memory Spatial Visualizatio n Verbal Comprehensio n Intellectua l Ability Deductive Reasoning Perceptua l Speed Inductive Reasoning E X H I B I T 2– 1 Copyright © 2011 Pearson Education, Inc. 2 -8

Nine Basic Physical Abilities Strength Factors • • Dynamic strength Trunk strength Static strength Explosive strength Copyright © 2011 Pearson Education, Inc. 2 -9

Flexibility Factors • Extent flexibility • Dynamic flexibility Copyright © 2011 Pearson Education, Inc. 2 -10

Other Physical Factors Other Factors • Body coordination • Balance • Stamina Copyright © 2011 Pearson Education, Inc. 2 -11

Role of Disabilities Ø When focusing on ability, it can create problems when attempting to develop workplace policies that recognize diversity in terms of disabilities. Ø It is important to recognize diversity and strive for it in the hiring process. Ø An organization needs to be careful to avoid discriminatory practices by making generalizations about people with disabilities. Copyright © 2011 Pearson Education, Inc. 2 -12

Implementing Diversity Management Strategies Ø Making everybody more aware and sensitive to the needs of others. Attracting, Selecting, Developing, and Retaining the Diverse Employees Working with Diversity in Groups Effective Diversity Programs Copyright © 2011 Pearson Education, Inc. 2 -13

Global Implications Ø Biographical Characteristics – Not much evidence on the global relevance of the relationships described in this chapter. – Countries do vary dramatically on their biographical composition. Copyright © 2011 Pearson Education, Inc. 2 -14

Additional Global Implications Ø Intellectual Abilities – Structures and measures of intelligence generalize across cultures. Ø Diversity Management – Diversity management is important across the globe. However, different cultures will use different frameworks for handling diversity. Copyright © 2011 Pearson Education, Inc. 2 -15

Summary and Managerial Implications Ø Summary: – Ability • Directly influences employee’s level of performance. • Managers need to focus on ability in selection, promotion, and transfer. • Fine-tune job to fit incumbent’s abilities. – Biographical Characteristics • Should not be used in management decisions: possible source of bias. Copyright © 2011 Pearson Education, Inc. 2 -16

Summary and Managerial Implications – Diversity Management • Must be an ongoing commitment at all levels of the organization. • Policies must include multiple perspectives and be long term in their orientation to be effective. Copyright © 2011 Pearson Education, Inc. 2 -17

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