robbinsjudge_ob18_inppt_02.pptx

Organizational Behavior Eighteenth Edition Chapter 2 Diversity in Organizations Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Learning Objectives 2.1...

Organizational Behavior Eighteenth Edition Chapter 2 Diversity in Organizations Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Learning Objectives 2.1 Describe the two major forms of workplace diversity. 2.2 Demonstrate how workplace discrimination undermines organizational effectiveness. 2.3 Describe how the key biographical characteristics are relevant to Organizational Behavior (OB). 2.4 Explain how other differentiating characteristics factor into OB. 2.5 Demonstrate the relevance of intellectual and physical abilities to OB. 2.6 Describe how organizations manage diversity effectively. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Workplace Diversity Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Workplace Discrimination and Organizational Effectiveness (1 of 3) Discrimination is to note a difference between things. Unfair discrimination assumes stereotypes about groups. – Refusal to recognize individual differences is harmful to organizations and employees. Stereotype threat describes the degree to which we agree internally with the generally negative stereotyped perceptions of our groups. – Can be combatted by treating employees as individuals and not highlighting group differences. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Workplace Discrimination and Organizational Effectiveness (2 of 3) Exhibit 2-1 Forms of Discrimination Type of Discrimination Definition Examples from Organizations Discriminatory policies Actions taken by representatives Older workers may be targeted for or practices of the organization that deny layoffs because they are highly paid equal opportunity to perform or and have lucrative benefits. unequal rewards for performance. Sexual harassment Unwanted sexual advances and Salespeople at one company went on other verbal or physical conduct of company-paid visits to strip clubs, a sexual nature that create a brought strippers into the office to hostile or offensive work celebrate promotions, and fostered environment. pervasive sexual rumors. Intimidation Overt threats or bullying directed African-American employees at some at members of specific groups of companies have found nooses employees. hanging over their work stations. Mockery and insults Jokes or negative stereotypes; Arab-Americans have been asked at sometimes the result of jokes work whether they were carrying taken too far. bombs or were members of terrorist organizations. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Workplace Discrimination and Organizational Effectiveness (3 of 3) [Exhibit 2-1 Continued] Type of Discrimination Definition Examples from Organizations Exclusion Exclusion of certain people from Many women in finance claim they job opportunities, social events, are assigned to marginal job roles or discussions, or informal are given light workloads that don’t mentoring; can occur lead to promotion. unintentionally. Incivility Disrespectful treatment, including Female lawyers note that male behaving in an aggressive attorneys frequently cut them off or do manner, interrupting the person, not adequately address their or ignoring his or her opinions. comments. Sources: Based on J. Levitz and P. Shishkin, “More Workers Cite Age Bias after Layoffs,” The Wall Street Journal, March 11, 2009, D1–D2; W. M. Bulkeley, “A Data-Storage Titan Confronts Bias Claims,” The Wall Street Journal, September 12, 2007, A1, A16; D. Walker, “Incident with Noose Stirs Old Memories,” McClatchy-Tribune Business News, June 29, 2008; D. Solis, “Racial Horror Stories Keep EEOC Busy,” Knight-Ridder Tribune Business News, July 30, 2005, 1; H. Ibish and A. Stewart, Report on Hate Crimes and Discrimination against Arab Americans: The Post-September 11 Backlash, September 11, 2001–October 11, 2001 (Washington, DC: American-Arab Anti-Discrimination Committee, 2003); A. Raghavan, “Wall Street’s Disappearing Women,” Forbes, March 16, 2009, 72–78; and L. M. Cortina, “Unseen Injustice: Incivility as Modern Discrimination in Organizations,” Academy of Management Review 33, no. 1 (2008): 55–75. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Biographical Characteristics and Organizational Behavior (1 of 6) Biological characteristics are personal characteristics that are objective and easily obtained from personnel records. – Variations in these can be the basis for discrimination Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Biographical Characteristics and Organizational Behavior (2 of 6) Age – The U.S. workforce is aging. – Does job performance decline with increasing age? – Studies show that turnover and absenteeism rates are lower among older workers, and age is not associated with lower productivity. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Biographical Characteristics and Organizational Behavior (3 of 6) Sex – There are no consistent male-female differences in problem-solving ability, analytical skills, competitive drive, motivation, sociability, or learning drive. – But women earn less than men for the same positions and have fewer professional opportunities. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Biographical Characteristics and Organizational Behavior (4 of 6) Race and Ethnicity – Laws against race and ethnic discrimination are in effect in many countries. – But:  Employees tend to favor colleagues of their own race in performance evaluations, promotion decisions, and pay raises.  African Americans generally fare worse than Whites in employment decisions. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Biographical Characteristics and Organizational Behavior (5 of 6) Disabilities – The U.S. Equal Employment Opportunity Commission classifies a person as disabled who has any physical or mental impairment that substantially limits one or more major life activities. – Workers with disabilities receive higher performance evaluations, but may have lower performance expectations. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Biographical Characteristics and Organizational Behavior (6 of 6) Hidden Disabilities – Sensory disabilities, chronic illness or pain, cognitive or learning impairments, sleep disorders, and psychological challenges. – U.S. organizations must accommodate employees with a very broad range of impairments. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Other Characteristics and Organizational Behavior (1 of 2) Tenure – Tenure is a good predictor of employee productivity. – Tenure and job performance are positively related. Religion – U.S. law prohibits discrimination based on religion, but it is still an issue, especially for Muslims. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Other Characteristics and Organizational Behavior (2 of 2) Sexual Orientation and Gender Identity – Federal law does not protect employees against discrimination based on sexual orientation, though many states and municipalities do. – Many Fortune 500 companies have policies covering sexual orientation and about half now have policies on gender identity. Cultural Identity – Need to accommodate and respect individual cultural identities. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Intellectual and Physical Abilities and OB (1 of 5) Ability is an individual’s current capacity to perform various tasks in a job. Two types – Intellectual abilities – Physical abilities Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Intellectual and Physical Abilities and OB (2 of 5) Intellectual abilities are abilities needed to perform mental activities – thinking, reasoning, and problem solving. – Most societies place a high value on intelligence. – General mental ability is an overall factor of intelligence as suggested by the positive correlations among specific intellectual ability dimensions. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Intellectual and Physical Abilities and OB (3 of 5) Exhibit 2-2 Dimensions of Intellectual Ability Dimension Description Job Example Number aptitude Ability to do speedy and accurate arithmetic Accountant: Computing the sales tax on a set of items Verbal comprehension Ability to understand what is read or heard Plant manager: Following corporate and the relationship of words to each other policies on hiring Perceptual speed Ability to identify visual similarities and Fire investigator: Identifying clues to differences quickly and accurately support a charge of arson Inductive reasoning Ability to identify a logical sequence in a Market researcher: Forecasting demand for problem and then solve the problem a product in the next time period Deductive reasoning Ability to use logic and assess the Supervisor: Choosing between two implications of an argument different suggestions offered by employees Spatial visualization Ability to imagine how an object would look if Interior decorator: Redecorating an office its position in space were changed Memory Ability to retain and recall past experiences Salesperson: Remembering the names of customers Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Intellectual and Physical Abilities and OB (4 of 5) Physical Abilities – The capacity to do tasks demanding stamina, dexterity, strength, and similar characteristics. – Nine basic abilities related to strength, flexibility, and other factors are needed to perform physical tasks. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Intellectual and Physical Abilities and OB (5 of 5) Exhibit 2-3 Nine Basic Physical Abilities Strength Factors Blank 1. Dynamic strength Ability to exert muscular force repeatedly or continuously over time 2. Trunk strength Ability to exert muscular strength using the trunk (particularly abdominal) muscles 3. Static strength Ability to exert force against external objects 4. Explosive strength Ability to expend a maximum of energy in one or a series of explosive acts Flexibility Factors Blank 5. Extent flexibility Ability to move the trunk and back muscles as far as possible 6. Dynamic flexibility Ability to make rapid, repeated flexing movements Other Factors Blank 7. Body coordination Ability to coordinate the simultaneous actions of different parts of the body 8. Balance Ability to maintain equilibrium despite forces pulling off balance 9. Stamina Ability to continue maximum effort requiring prolonged effort over time Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Describe How Organizations Manage Diversity Effectively (1 of 6) Diversity management is the process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others. – Diversity is more successful when it is everyone’s business, not just for certain groups of employees. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Describe How Organizations Manage Diversity Effectively (2 of 6) Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Describe How Organizations Manage Diversity Effectively (3 of 6) Attracting, selecting, developing, and retaining diverse employees – Target recruiting messages to specific demographic groups. – Some companies have been actively working toward recruiting less-hired groups. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Describe How Organizations Manage Diversity Effectively (4 of 6) Diversity in Groups – Most people in groups need a common way of looking at and accomplishing major tasks, and they need to communicate well with each other.  Emphasize higher-level similarities among people. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Describe How Organizations Manage Diversity Effectively (5 of 6) Expatriate Adjustment – Organizations should select employees for international assignments who are capable of adjusting quickly and ensure they have the support they need for their assignment. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Describe How Organizations Manage Diversity Effectively (6 of 6) Effective diversity programs – Teach managers about the legal framework for equal employment opportunity and encourage fair treatment of all people. – Teach managers how a diverse workforce will be more effective at serving a diverse customer base. – Foster personal development practices that bring out the skills and abilities of everyone. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Implications for Managers Understand your organization's anti-discrimination policies thoroughly and share them with your employees. Assess and challenge your own stereotype beliefs to increase your objectivity. Look beyond readily observable biographical characteristics and consider the individual’s capabilities before making management decisions. Fully evaluate what accommodations a person with disabilities will need and then fine-tune a job to that person’s abilities. Seek to understand and respect the unique biographical characteristics of your employees; a fair but individualistic approach yields the best performance. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved. Copyright This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. Copyright © 2019, 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.