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Ch2 diversity in organization

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