IHRM Diversity Management Exam PDF 2024

„International Human Resource Management“ Diversity Management Institute for Organization and Human Resource Management PD. Dr. Thomas Köllen © IOP 2024 I PD. Dr....

„International Human Resource Management“ Diversity Management Institute for Organization and Human Resource Management PD. Dr. Thomas Köllen © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 1 Exam Content – All content of lectures/podcasts, and the article on “diversity management”. – Two case studies with several open questions. Dates – Main session: Tuesday May 28th 2024, 16:30 – 17:30 – Room 002, Engehalde E8 – Registration: 01.04.2024 - 17.05.2024 – Deregistration: 01.04.2024 - 24.05.2024 – Second session: Thursday September 5th 2024, 14:30 – 15:30 – Room 002, Engehalde E8 – Registration: 01.04.2024 - 27.08.2024 – Deregistration: 01.04.2024 - 03.09.2024 © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 2 The exam takes 60 minutes and consists of two parts. Maximum number of points that can be gained is 60. 30 points (50%) are required for a pass. 1. Part (30 Points): Case study with several related questions. 2. Part (30 Points): Case study with several related questions. Please write legible and do not use pencils. Any answers that are not legible or are written with pencil will not be graded. This is a closed book exam, but you are allowed to use a dictionary. Instructions (for both cases) Read the text carefully Answer all questions Make appropriate assumptions about the case where necessary © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 3  Agenda Session 1: Introduction: IHRM & Culture (20.02.2024) Session 2: Globalization & Organization (05.03.2024) Session 3: IHRM: Personnel Selection and Development (19.03.2024) Session 4: Intercultural Communication, Collaboration, & Leadership (16.04.2024) Session 5: International Assignments (30.04.2024) Session 6: Diversity Management (14.05.2024) © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 4 Diversity Management: Learning objectives Once you've worked your way through today‘s lecture, you will have gained a deeper understanding of issues related to orgnizations’ workforce diversity have an idea about the essentials of the concepts of diversity management be able to critically reflect upon the concepts of ethnicity, nationality, race & gender, gender identity, sexual orientation © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 5 © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 6 483981-HS2024-0-Seminar Diversity Management und Inklusion © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 7 © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 8 © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 10 Dimensions of Diversity © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 11 Diversity Management Two approaches: a) Diversity is seen as a desirable state per se ⇒diversity management has to implement measures that will make the workforce of an organization more diverse b) Diversity is seen as a given ⇒diversity management has to address the question of how to make the workplace as inclusive as possible for this already extant diversity The issue of maintaining an organization’s diversity combines both questions © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 12 Diversity Management and Inclusion Development US background Academy of Management (AoM) Affirmative Action (US) / Positive Action 1973: Women in Management (WIM) Programms (UK) – until the 80‘s Interest Group Target groups: Black persons/PoC, Women Diversity Management around 2000: Gender and Diversity in Target groups (conceptionally) undefined Organizations (GDO) division Facet of HRM Journal (example) 2022: Diversity, Equity, and Inclusion 1981: Equal Opportunities International (DEI) 2009: Equality, Diversity, and Inclusion 92.9% of 563 votes © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 13 Diversity Management and Inclusion Approaches What should/can D&I–initiatives want? Areas of conflict weak equal opportunity „reverse discrimination“ – unequal strong equal opportunity treatment based on group equal group selection (Kaler, 2001) memberships Dealing with simultaneous “Liberal” approaches: Focus on priveleged/disadvantaged statuses individuals’ merits (intersectionality) “Radical” approaches: Focus on Priorization of diversity factes representation (Jewson and Mason, 1986) Rhetoric of moral superiority © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 14 © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 15 © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 16 © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 17 Perspectives of Managing Diversity Perspectives of Managing Approach Social Organisation- Objectives Diversity Categories culture Resistance Diversity no Dominant ideal “Leitkultur” Status quo topic, danger defensive Fairness- und Anti- Diversity Traditional Assimilation Equality of discrimination causes aspects and equal different groups problems opportunities Market-oriented Diversity General „celebrate Access to clients implies benefits differences differences“ and markets Learning Diversity and Differences and plurality Long-term similarities similarities learning imply benefits Source: Dass und Parker (1999) © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 18 7 categories of diversity management practices (a) work/life balance measures (b) employee networks around certain diversity categories (c) the empowerment of individual members of disadvantaged groups (e.g., through mentoring or training) (d) corporate guidelines and behavior policies (e.g., nondiscrimination policies) (e) awareness building (e.g., training or information campaigns) (f) reintegration after (e.g., parental) leave or sabbaticals (g) sponsoring and target group marketing (e.g., for lesbians and gays, or for certain nationalities/ethnicities) (Gitzi & Köllen, 2006) © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 19 © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 20 © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 21 Diversity Mission Statements “We’re working toward a web that includes everyone Google is committed to bringing “Creating a Corporate Culture together people—in our workforce, Characterised by Mutual Respect our industry, and on the web—who and Appreciation of Diversity” (Unit have a broad range of attributes, Cargo)” (Unit Cargo) experiences, and points of view. We believe our differences make us stronger, and produce better, more innovative work.” (Google) © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 22 Dimensions of Diversity - Intersectionality © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 23 © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 24 Forms of Discrimination -ism/-phobia Diversity marker „Norm“-reference Sexism Sex/gender Men (women) Heterosexism/ Sexual orientation Hetero-sexuals Homophobia Raceism Skin color Whites Nationalism Nationality Natives/Nationals one‘s own Ethnocentrism Ethnicity Ethincity/Culture Ageism Age Youngsters Ableism Ability Without disability Transphobia Gender (Expression) Gender-Conformity / Cis Islamophobia/ Religion Christs Anti-Islamism © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 25  Dominant Demographic Manifestation Minority Status Visibility Gender male -- Race white non-white Age young/middle aged older aged mentally/physical Disability-Status without disability disabled Nationality /Ethnicity domestic non-domestic Religion majority religion minority religion Sexual Orientation heterosexual homo-/bisexual Source: Köllen, Thomas (2014) A Review of Minority Stress Related to Employees' Demographics and the Development of an Intersectional Framework for Their Coping Strategies in the Workplace. In: The Role of Demographics in Occupational Stress and Well Being., Bingley: Emerald, p. 65. © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 26 © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 27 Gender: Introduction https://www.youtube.com/watch?v=JgaOK74HqiA © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 28 Gender Equality Index 2021 https://eige.europa.eu/gender-equality-index/2021 © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 29 Gender Equality Index 2021: Work © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 30  LGBT QI* ⇒ Collective category for minority manifestations of: sexual orientations + gender identities + sexes ⇒ sex as questionable bracket (sex/gender vs sexual desire) SO primarily L&G Gender = (Cis)Gender LGBTIQ*-Community? © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 31 Judith Butler: Heterosexual Matrix Legitimated and naturalized by the ideal of reproduction Everything outside the matrix: “the unspeakable, the unviable, the nonnarrativizable” (Butler, 1993: 188) Grid of cultural intelligibility Heteronorm (Compulsory (Butler, 1990; Butler, 1993) heterosexuality) EURAM / IJHRM “Trapped in cisnormative and binarist gendered constraints at work? How HR managers react to and manage gender transitions over time” (with Sophie Hennekam) © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 32 © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 33 © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 34 © IOP 2024 I PD. Dr. Thomas Köllen I International Human Resource Management 35 Nationality, Ethnicity, Race Research on ethnicity, race, and nations and nationalism was long fragmented and compartmentalized. Growing paradigmatic compartmentalization, single focus on certain theoretical approaches / no cross-fertilization e.g.: – discourse-analytic – game-theoretic – institutionalist – evolutionary psychological – ethno-symbolist – cognitive – network-analytic, – ethno-symbolist Source of this section: Brubaker, Rogers, (2009), “Ethnicity, Race, and Nationalism”, Annual Review of Sociology 35: 21-42, https://doi.org/10.1146/annurev-soc-070308-115916 © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 36 © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 37 © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 38 Nationality, Ethnicity, Race (NER) – New approaches NER as a new field of study that is comparative, global, cross-disciplinary, and multiparadigmatic Construes ethnicity, race, and nationhood as a single integrated family of forms of cultural understanding, social organization, and political contestation. comparative (or: contextualizing) – countries, empires, regions,, etc… – historical epochs Source of this section: Brubaker, Rogers, (2009), “Ethnicity, Race, and Nationalism”, Annual Review of Sociology 35: 21-42, https://doi.org/10.1146/annurev-soc-070308-115916 © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 39 Nationality, Ethnicity, Race (NER) – New approaches Global – The world as a single integrated social, economic, political, and cultural space – Varying configurations and classifications NER, its social organization, and political claims-making are increasingly understood to have been generated by structural and cultural transformations – Structural transformations (examples): » European colonization of the non-European world » the Atlantic slave trade » the rise of the modern capitalist and industrial economy » The global circulation of labor (free, semifree, and coerced) » the rise of the centralized territorial state, employing direct rather than indirect rule » the replacement of colonial empires by putatively national postcolonial states © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 40 Nationality, Ethnicity, Race (NER) – New approaches Global – Cultural transformations: » global diffusion and local rearticulation of cultural understandings of ethnicity, race, and nation and of templates of organization and claims- making informed by these understandings. » the development of communications and transportation infrastructures that facilitate the establishment and maintenance of transborder ties and thus encourage diasporic and transnational modes of identification and organization » the development and popularization of new forms of genetic self- understanding » multiculturalism unitary and “pure” nation-statehood » toward a postnational, postethnic and postracial future? » or „just“ a shift in the meaning and function of NER? E.g. transborder forms of nationhood and nationalism, multicultural forms of nationalism and national self-understanding; diasporic forms of ethnicity, race, and nationhood; and the “genetic reinscription of race” © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 41 Nationality, Ethnicity, Race (NER) – New approaches interdisciplinary Institutional level – claim of scientific institutions (funding oranizations, journals, etc…) Intellectual level – disciplinary limitations need a broader focus © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 42 Nationality, Ethnicity, Race (NER) – New approaches Multiparadigmatic enormous range and heterogeneous causal texture of the phenomena subsumed under the broad rubrics of race, ethnicity, and nationalism Many studies do not attempt to subsume these multiple perspectives into a single higher-order theoretical framework; the perspectives or paradigms they seek to integrate retain their individuality and distinctiveness NER as one integrated domain? Race, especially, is often seen as being categorical distinct from N&E. Phenomena with its own structures and dynamics, sharply distinct from those of ethnicity and nationalism. © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 43 Distinguishing characteristics? race ethnicity involuntary voluntary matter of external categorization internal self-identification based on differences of phenotype or nature differences of culture rigid flexible involves super- and subordinate coordinates groups arises from processes of exclusion arises from processes of inclusion grown out of the European colonial encounter with the non-European grown out of the history of nation- world state formation © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 44 NER The difficulty of distinguishing sharply between race and ethnicity does not mean that one should treat race, ethnicity, and nationalism as an undifferentiated domain Other lines of distinction – Categorization and membership – Social organization – Politics © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 45 Categorization and membership Criteria and indicia of membership External categorization versus internal self-identification Identifiability, sharpness/fuzziness, fixedness/fluidity Naturalization Hierarchy, markedness, and stigmatization Transmission and socialization © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 46 Social organization Boundaries Groupness, salience, thickness Territorial concentration or dispersion Institutional separation or integration Reproduction © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 47 Politics Identification and loyalty Social closure Organization and mobilization Political claims ⇒ race, ethnicity, nationhood are not precise analytical concepts ⇒ they are vague vernacular terms whose meaning varies considerably over place and time ⇒ Rather than seek to demarcate precisely their respective spheres, it may be more productive to focus on identifying and explaining patterns of variation on these and other dimensions, without worrying too much about where exactly race stops and ethnicity begins © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 48 Beyond groupism Groupism: The tendency to treat various categories of people as if they were internally homogeneous, externally bounded groups, even unitary collective actors with common purposes. Going beyond the substantialist or groupist assumptions that (in the past) have informed the study of ethnicity, race, and nation Questioning ethnic groups, races, or nations as being substantial entities, or even taking such groups as units of analysis at all NER as historically emergent and mutable Humanity cannot be differentiated into stable and distinct NERs © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 49 A dynamic and processual understanding of NRE A shift from attempts to specify what an ethnic or racial group or nation is to attempts to specify how ethnicity, race, and nation work Instead of focusing on the “cultural stuff” (Barth, 1969) one should focus on the dynamics of ethnic boundaries Ethnic boundaries emerge in and through categorical we-they distinctions drawn by actors themselves and through the channeling of interaction through sets of prescriptions and proscriptions about who can interact with whom in what sorts of social relationship Out of the large universe of potentially relevant cultural differentiae, only a few—and not necessarily those most salient to an outsider—are selected by actors as diacritical markers, signs or emblems of ethnic difference; other cultural markers are simply not relevant to ethnicity. NER is permanantly done/produced Bounded and solidary groups are one important modality of ethnicity (and of social organization more generally), but they are only one modality. Strength, salience, content, and consequences of ethnic, racial, and national identifications are variable across time, contexts, and persons Nation-Building ≠ one-way street © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 50 A dynamic and processual understanding of NRE The dynamics of transformative events / “eventful” perspective on NER variability across context (and time) / Sensitivity to the teeming multiplicity of available identifications group making – discursive, rhetorical, and cultural aspects of group-making – „ínvention of tradition“-perspective – political entrepreneurship © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 51 The cognitive turn What cognitive perspectives suggest, in short, is that race, ethnicity, and nation are ways of making sense of the world. Ethnicity, race, and nationhood are not things in the world, but perspectives on the world. These include ways of identifying oneself and others, construing situations, explaining behavior, imputing interests, framing complaints, telling stories, etc., in ethnic rather than other terms. Categorization of NERs to construct and constitute the groups they ostensibly describe Reproduction of ethnic, racial, and national ways of experiencing and interpreting the world does not depend on the explicit invocation of ethnic, racial, or national categories: “Banal nationalism” points to the many unobtrusive ways in which nationhood is continually “flagged,” for example through the “homeland deixis” through which the routine, unmarked use of words like “we” in the media and in political discourse serves to place us firmly in a national context © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 52 Deixis © IOP 2024 I PD. Dr. Thomas Köllen I „International Human Resource Management“ 53