Ch2 diversity in organization


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Ch2 diversity in organization

  1. 1. CH2─Diversity in Organization<br />2010/9/25<br />1<br />
  2. 2. Diversity<br />Biographical Characteristics<br />Ability<br />Implementing Diversity Management Strategies<br />Global Implications<br /> Agenda<br />2<br />
  3. 3. Diversity<br />3<br />
  4. 4. U.S. workforce become diversity today. <br />In order to adapt this shift, organizations need to make diversity management a central component of their policies and practices.<br />Demographic Characteristics of the U.S. Workforce<br />4<br />
  5. 5. Surface-level diversity: <br />Difference in easily perceived characteristics. <br />It can lead employees to perceive one another through stereotype and assumption.<br />Such as race, age, gender…<br />Deep-level diversity:<br />More important for determining similarity as people get to know one another.<br />Such as vales, personality, and work preferences.<br />Level of Diversity<br />5<br />
  6. 6. Discrimination means we allowing our behavior to be influence by stereotypes about groups of people.<br />Unfair discrimination is often very harmful to organization and employees, such as reduced productivity, negative conflicts, and increased turnover.<br />Discrimination type<br />Discriminatory policies or practices<br />Sexual harassment<br />Intimidation<br />Mockery and insults<br />exclusion<br />incivility<br />Discrimination<br />6<br />
  7. 7. Biographical Characteristics<br />7<br />
  8. 8. Biographical characteristics means personal characteristics that are objective and easily obtained from personal records.<br />Surface-level diversity<br />such as age, gender, race, and length of tenure<br />Biographical characteristics<br />8<br />
  9. 9. Dose age and job performance have relationship?<br />An employee is older, who is less likely to quit.<br />Older employee have lower rater of avoidable absence than do younger employees, but they have higher rates of unavoidable absence. <br />Dose age and job satisfaction have relationship?<br />Satisfaction tends to continually increase among professionals as they age.<br />However, satisfaction tends to decrease among nonprofessionals during middle age and then rises again in the later years.<br />Age<br />9<br />
  10. 10. Whether women perform as well on jobs as men do?<br />There are few differences between men and woman in job performance.<br />Work schedules seem to differ between genders.<br />A one study point out woman more liking to turn out than men. But now??<br />Parents were rated lower in job commitment, achievement striving, dependability than individuals without children.<br />Gender<br />10<br />
  11. 11. Race means biological heritage people, Ethnicity is additional set of cultural characteristics that often overlaps with race.<br />People tend to favor colleagues of their own race.<br />Substantial racial differences exist in attitudes toward affirmative action.<br />African Americans generally fare worse than Whites in employment decisions. <br />Race and Ethnicity<br />11<br />
  12. 12. Workers with disabilities receive higher performance evaluations <br />But they also encounter lower performance expectations and are less likely to be haired.<br />Disability <br />12<br />
  13. 13. Tenure means seniority as time on a particular job.<br />Tenure is a good predictor of employee productivity.<br />Tenure on an employee’s previous job is a powerful predictor of that employee’s future turnover.<br />Religion <br />Sexual orientation and gender identity<br />Other Biographical Characteristics<br />13<br />
  14. 14. Ability<br />14<br />
  15. 15. Ability is an individual’s current capacity to perform the various tasks in a job.<br />Ability <br />15<br />
  16. 16. Intellectual abilities are abilities needed to perform mental activities ─ thinking, reasoning, and problem solving.<br />General mental ability(GMA) is an overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions.<br />Wonderlic Personnel Test<br />The correlation between intelligence and job satisfaction is about zero.<br />Intellectual Abilities<br />16<br />
  17. 17. 17<br />
  18. 18. Physical ability is the process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others.<br />Physical Ability<br />18<br />
  19. 19. Implementing Diversity Management Strategies<br />19<br />
  20. 20. Diversity management is a process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others.<br />Diversity Management<br />20<br />
  21. 21. Attracting, Selecting, Developing, and Retaining Diverse Employees-1<br />Attract diverse employees : target recruiting messages to specific demographic groups underrepresented in the workforce.<br />The selection process is one of the most important places for diversity efforts.<br />Fair and objective, qualifications are more important!<br />Similarity in personality does appear to affect career advancement.<br />Collectivistic cultures & individualistic cultures<br />Deep-level diversity is more important than surface-level diversity.<br />21<br />
  22. 22. Attracting, Selecting, Developing, and Retaining Diverse Employees-2<br />Individuals who are demographically different from their co-works are more likely to feel low commitment and turn out.<br />All workers appeared to prefer an organization that values diversity.<br />22<br />
  23. 23. Diversity will help or hurt group performance.<br />Trait diversity or Demographic diversity<br />Diversity in Group<br />good<br />23<br />
  24. 24. Organization use a variety of efforts to capitalize on diversity<br />Teach managers about the legal framework for equal employment opportunity<br />Teach managers how a diverse workforce will be better able to serve a diverse market of customers and clients.<br />Foster personal development practices that bring out the skills and ability of all workers.<br />Effective Diversity Programs<br />24<br />
  25. 25. Global Implications<br />25<br />
  26. 26. Biographical Characteristics<br />Some biographical vary across culture.<br />Intellectual Ability<br />Evidence strongly supports the idea that the structures and measures of intellectual abilities generalize across culture. <br />Diversity Management<br />Global Implications<br />26<br />
  27. 27. Next~!!<br />27<br />