Slide MAN 209 Slide 2
Robbins & Judge
Organizational Behavior
14th Edition
Diversity
Diversity in
in Organizations
Organizations
Kelli J. Schutte
William Jewell College
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-1
Chapter
Chapter Learning
Learning Objectives
Objectives
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 how culture affects our understanding of biographical
characteristics and intellectual abilities.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-2
Diversity
Diversity
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2-3
Biographical
Biographical Characteristics
Characteristics
Objective and easily obtained personal characteristics.
Age
– Older workers bring experience, judgment, a strong work
ethic, and commitment to quality.
Gender
– Few differences between men and women that affect job
performance.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-4
Biographical
Biographical Characteristics
Characteristics (Continued)
(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. publishing as Prentice Hall
2-5
Other
Other Biographical
Biographical Characteristics
Characteristics
Religion
– May impact the workplace in areas of dress, grooming and
scheduling
Sexual Orientation
– Federal law does not protect against discrimination (but state
or local laws may).
– Domestic partner benefits are important considerations.
Gender Identity
– Relatively new issue – transgendered employees.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-6
Ability
Ability
An individual’s capacity to perform the various tasks in a
job.
Intellectual and Physical Abilities
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-7
Ability
Ability
Made 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. publishing as Prentice Hall
2-8
Dimensions
Dimensions of
of Intellectual
Intellectual Ability
Ability
E X H I B I T 2–1
E X H I B I T 2–1
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2-9
Nine
Nine Basic
Basic Physical
Physical Abilities
Abilities
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2-10
Flexibility
Flexibility Factors
Factors
Flexibility Factors
•Extent flexibility
•Dynamic flexibility
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-11
Other
Other Physical
Physical Factors
Factors
Other Factors
•Body coordination
•Balance
•Stamina
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-12
Role
Role of
of Disabilities
Disabilities
When focusing on ability, it can create problems when
attempting to develop workplace policies that recognize
diversity in terms of disabilities.
It is important to recognize diversity and strive for it in
the hiring process.
An organization needs to be careful to avoid
discriminatory practices by making generalizations
about people with disabilities.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-13
Implementing
ImplementingDiversity
DiversityManagement
ManagementStrategies
Strategies
Making everybody more aware and sensitive to the
needs of others.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-14
Global
Global Implications
Implications
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. publishing as Prentice Hall
2-15
Additional
Additional Global
Global Implications
Implications
Intellectual Abilities
– Structures and measures of intelligence generalize across
cultures.
Diversity Management
– Diversity management is important across the globe.
However, different cultures will use different frameworks for
handling diversity.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-16
Summary
Summary and
and Managerial
Managerial Implications
Implications
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. publishing as Prentice Hall
2-17
Summary
Summary and
and Managerial
Managerial Implications
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. publishing as Prentice Hall
2-18
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.
Copyright ©2011 Pearson Education, Inc.
Publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-19
Organizational Behavior
14th Edition
Diversity
Diversity in
in Organizations
Organizations
Kelli J. Schutte
William Jewell College
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-1
Chapter
Chapter Learning
Learning Objectives
Objectives
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 how culture affects our understanding of biographical
characteristics and intellectual abilities.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-2
Diversity
Diversity
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-3
Biographical
Biographical Characteristics
Characteristics
Objective and easily obtained personal characteristics.
Age
– Older workers bring experience, judgment, a strong work
ethic, and commitment to quality.
Gender
– Few differences between men and women that affect job
performance.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-4
Biographical
Biographical Characteristics
Characteristics (Continued)
(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. publishing as Prentice Hall
2-5
Other
Other Biographical
Biographical Characteristics
Characteristics
Religion
– May impact the workplace in areas of dress, grooming and
scheduling
Sexual Orientation
– Federal law does not protect against discrimination (but state
or local laws may).
– Domestic partner benefits are important considerations.
Gender Identity
– Relatively new issue – transgendered employees.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-6
Ability
Ability
An individual’s capacity to perform the various tasks in a
job.
Intellectual and Physical Abilities
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-7
Ability
Ability
Made 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. publishing as Prentice Hall
2-8
Dimensions
Dimensions of
of Intellectual
Intellectual Ability
Ability
E X H I B I T 2–1
E X H I B I T 2–1
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-9
Nine
Nine Basic
Basic Physical
Physical Abilities
Abilities
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-10
Flexibility
Flexibility Factors
Factors
Flexibility Factors
•Extent flexibility
•Dynamic flexibility
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-11
Other
Other Physical
Physical Factors
Factors
Other Factors
•Body coordination
•Balance
•Stamina
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-12
Role
Role of
of Disabilities
Disabilities
When focusing on ability, it can create problems when
attempting to develop workplace policies that recognize
diversity in terms of disabilities.
It is important to recognize diversity and strive for it in
the hiring process.
An organization needs to be careful to avoid
discriminatory practices by making generalizations
about people with disabilities.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-13
Implementing
ImplementingDiversity
DiversityManagement
ManagementStrategies
Strategies
Making everybody more aware and sensitive to the
needs of others.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-14
Global
Global Implications
Implications
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. publishing as Prentice Hall
2-15
Additional
Additional Global
Global Implications
Implications
Intellectual Abilities
– Structures and measures of intelligence generalize across
cultures.
Diversity Management
– Diversity management is important across the globe.
However, different cultures will use different frameworks for
handling diversity.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-16
Summary
Summary and
and Managerial
Managerial Implications
Implications
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. publishing as Prentice Hall
2-17
Summary
Summary and
and Managerial
Managerial Implications
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. publishing as Prentice Hall
2-18
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.
Copyright ©2011 Pearson Education, Inc.
Publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
2-19