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Copyright © 2015 Pearson Education, Inc.

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Chapter 2: Diversity in Organiza4ons

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Learning Objectives A7er studying this chapter, you should be able to: Ø Describe the two major forms of workforce diversity. Ø Recognize stereotypes and understand how they func4on in organiza4onal seEngs.

Ø Iden4fy the key biographical characteris4cs and describe how they are relevant to OB.

Ø Define intellectual ability and demonstrate its relevance to OB.

Ø Contrast intellectual and physical ability. Ø Describe how organiza4ons manage diversity effec4vely. 2-3


Describe the Two Major Forms of Workforce Diversity

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Surface-Level Diversity

Deep-Level Diversity

Diversity Management

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Ø Discrimina)on is to note a difference between things.

Ø Unfair discrimina4on assumes stereotypes about groups. Ø Refusal to recognize individual differences is harmful to organiza4ons and employees.

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LO 2 Stereotypes and How They Function in Organizational Settings


Stereotypes and How They Function in Organizational Settings

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LO 2


Biographical Characteristics and How They Are Relevant to OB Ø  Biological characteris)cs are personal

characteris4cs that are objec4ve and easily obtained from personnel records. Ø  Varia4ons in these can be the basis for

discrimina4on

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LO 3


Biographical Characteristics and How They Are Relevant to OB Ø Age

Ø The U.S. workforce is aging. Ø Does job performance decline with increasing age? Ø Studies show that turnover and absenteeism rates are lower among older workers, and age is not associated with lower produc4vity.

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LO 3


Biographical Characteristics and How They Are Relevant to OB Ø Sex

Ø There are no consistent male-‐female differences in problem solving ability, analy4cal skills, compe44ve drive, mo4va4on, sociability, or learning drive. Ø But women earn less than men for the same posi4ons and have fewer professional opportuni4es. 2-9

LO 3


Biographical Characteristics and How They Are Relevant to OB Ø  Race and Ethnicity

Ø  Employees tend to favor colleagues of their own race in performance evalua4ons, promo4on decisions, and pay raises.

Ø  African Americans and Hispanics perceive higher levels of discrimina4on in the workplace.

Ø  African Americans generally fare worse than Whites in employment decisions.

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LO 3


Biographical Characteristics and How They Are Relevant to OB Ø  Disability

Ø  The U.S. Equal Employment Opportunity Commission classifies a person as disabled who has any physical or mental impairment that substan4ally limits one or more major life ac4vi4es.

Ø  Workers with disabili4es receive higher performance evalua4ons, but may have lower performance expecta4ons.

Ø  Biases against those with mental impairment may be especially strong.

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LO 3


Biographical Characteristics and How They Are Relevant to OB Ø  Other Biological Characteris4cs

Ø  Tenure Ø  Tenure is a good predictor of employee

produc4vity. Ø  Tenure and job sa4sfac4on are posi4vely

related. Ø  Religion Ø  U.S. law prohibits discrimina4on based on

religion, but it is s4ll an issue, especially for Muslims. 2-12

LO 3


Biographical Characteristics and How They Are Relevant to OB Ø Sexual Orienta4on and Gender Iden4ty

Ø Federal law does not protect employees against discrimina4on based on sexual orienta4on, but this may soon change.

Ø Most Fortune 500 companies have policies covering sexual orienta4on and about half now have policies on gender iden4ty.

Ø Cultural Iden4ty Ø Need to accommodate and respect individual cultural iden44es.

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LO 3


DeGine Intellectual Ability and Demonstrate Its Relevance to OB

Ø Ability is an individual’s current capacity to perform various tasks in a job.

Ø Two types Ø Intellectual abili4es Ø Physical abili4es

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LO 4



Ø Intellectual abili)es are abili4es needed to perform mental ac4vi4es – thinking, reasoning, and problem solving. Ø Most socie4es place a high value on intelligence. Ø General mental ability is an overall factor of intelligence as suggested by the posi4ve correla4ons among specific intellectual ability dimensions.

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LO 4



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LO 4


Contrasting Intellectual and Physical Ability

Ø Physical Abili)es Ø The capacity to do tasks demanding stamina, dexterity, strength, and similar characteris4cs.

Ø Nine basic abili4es related to strength, flexibility, and other factors are needed to perform physical tasks.

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LO 5



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LO 5



Ø The importance of ability at work complicates the formula4on of workplace policies that recognize disabili4es. Ø Recognizing that individuals have different abili4es that can be taken into account when making hiring decisions is not problema4c.

Ø It is possible to make accommoda4ons for disabili4es.

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LO 5


Describe How Organizations Manage Diversity Effectively

Ø Diversity management is the process and programs by which managers make everyone more aware of and sensi4ve to the needs and differences of others. Ø Diversity is more successful when it is everyone’s business, not just for certain groups of employees.

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LO 6


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Attracting, Selecting, Developing, and Retaining

Diverse Employees

Diversity in Groups

Effective Diversity Programs

LO 6 Describe How Organizations Manage Diversity Effectively


Ø Acrac4ng, selec4ng, developing, and retaining diverse employees Ø Target recrui4ng messages to specific demographic groups.

Ø Ensure that hiring is bias free. Ø Create a posi4ve diversity climate.

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Ø Diversity in groups Ø Most people in groups need a common way of looking at and accomplishing major tasks, and they need to communicate well with each other. Ø Emphasize higher-‐level similari4es among people.

Ø Use transforma4onal leadership.

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Ø Effec4ve diversity programs Ø Teach managers about the legal framework for equal employment opportunity and encourage fair treatment of all people.

Ø Teach managers how a diverse workforce will be more effec4ve at serving a diverse customer base.

Ø Foster personal development prac4ces that bring out the skills and abili4es of everyone. 2-24



Implications for Managers Ø Understand your organiza4on's an4-‐discrimina4on policies thoroughly and share them with your employees.

Ø Assess and challenge your own stereotype beliefs to increase your objec4vity.

Ø Look beyond readily observable biographical characteris4cs and consider the individual’s capabili4es before making management decisions.

Ø Fully evaluate what accommoda4ons a person with disabili4es will need and then fine-‐tune a job to that person’s abili4es.

Ø Seek to understand and respect the unique biographical characteris4cs of your employees; a fair but individualis4c approach yields the best performance. 2-25


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