Diversity slides

1. Diversity

2. Learning Outcomes
Explain the meaning and benefits of
employee diversity
Develop an awareness of the unique
perspectives, problems, and issues of diverse
employee groups
Describe the challenges firms may face in the
management of diversity
Describe various approaches that managers
may use to promote employee diversity

3. What is diversity?
Diversity is all of the ways in which people
are different
Companies are embracing a more
inclusive definition of diversity
– Spectrum of differences: how employees
approach work, interact, approach work,
derive satisfaction and define who they are…

4. Forms of diversity
Cultural diversity
Age diversity
Religious diversity
Racial diversity
Disability/ability diversity
Pay level/lifestyle diversity
Diversity in sexual orientation
Nationality

5. Demographic distribution of SA
labour force
Figure 1.4. Demographic distribution in occupational levels of South African labour force.
Adapted from “Commission of Employment Equity,” by Stats SA, 2011. Copyright 2011 by
Republic of South Africa.
0
10
20
30
40
50
60
70
80
90
Black/African
Coloured
Indian/Asian
White

6. Traditional vs. Inclusive
Models of Diversity

7. Advantages of embracing
diversity
International competition – firms with
employee diversity are likely to display
cultural sensitivity, understanding and
awareness that will help them succeed in
the global arena e.g.. the Bank of America
conducts business in 37 countries and the
Californian customer call centre speaks 13
languages

8. Advantages of embracing
diversity
Multiplicity of points of view
People from different backgrounds bring a
variety of experiences, skills, abilities and
information
Diversity fuels innovation and creativity

9. Advantages of embracing
diversity
Team performance
A diverse team is characterised by
divergent thinking which minimises
groupthink
Diverse group members may learn from,
emulate and internalise the different
strengths of other team members

10. Advantages of embracing
diversity
Better use of employee talent
Increased understanding of the
marketplace
Enhanced breadth of understanding in
leadership positions
Increased quality of team problem solving
Reduced costs associated with high
turnover, absenteeism, and lawsuits

11. Challenges of diversity
Pressure towards homogenisation
 Monoculture – the homogenous organisational culture
that results from turnover of dissimilar employees
 Ethnocentrism – a belief that may become prevalent
among majority group employees that their way of doing
things, their values, and their norms are inherently
superior to those of other groups and cultures
 Glass ceiling - the intangible barrier that prevents
women and minority groups from rising to upper levels in
business
 Segmented communication – flows of information within
the firm that are far greater within groups than between
groups

12. Challenges of diversity
Lower cohesion
It may lead to a lack of commonality of
organisational values and goals
Members must share some common values
and norms to promote coherent actions on
organisational goals
The need for heterogeneity to promote
problem-solving and innovation must be
balanced with the need for organisational
coherence and unity of action to provide
competitive advantage

13. Challenges of diversity
Interpersonal conflict and tension
As organisations become diverse,
mistrust, lack of understanding and lack of
mutual respect may lead to decreasing
cooperation
It may lead to stress and interpersonal
friction making it difficult to reach
agreement on issues

14. Challenges of diversity
Confusing employee diversity with affirmative
action
Affirmative action is a government-mandated
program to provide opportunities to women
and minorities
Members of the groups not covered by the
programs have complained about reverse
discrimination
Affirmative action may lead to lowered self-
esteem among the beneficiaries

15. Challenges of diversity
Diversity presents challenges for HR
Firstly, white males may view a program as a
threat to their own opportunities for advancement
Secondly, the perception of special treatment may
undermine formal procedures, policies, and
enforcement mechanisms of the diversity program
Thirdly, women and minorities in positions of
authority may not receive as much respect as
white/black men
Finally, the organisation may not reap the benefits
of employee diversity

16. Factors Shaping Personal Bias
 Stereotypes are often based on folklore, media
portrayals, and other unreliable sources of information
 Stereotypes contain negative connotations
 Stereotypes assume that all members of a group have
the same characteristics

17. Difference Between Stereotyping and
Valuing Cultural Differences

18. Cultural Competence

19. Diversity Initiatives and Programs
 Changing Structures and Policies
 Expanding Recruitment Efforts
 Establishing Mentor Relationships
 Senior mentoring
 Apprenticeships
 Diversity learning labs
 Accommodating Special Needs
 Providing Diversity Skills Training

20. New Diversity Initiatives

21. Diversity initiatives at WITS
DIVERSITY MANAGER (Department: TRANSFORMATION AND
EMPLOYMENT EQUITY OFFICE)
 The main purpose of this job is to:
 Manage and coordinate the University’s strategy and
obligations in relation to matters of diversity.
 Manage, coordinate and train students and staff on the
objectives and obligations that they have toward the
University’s Social Justice Policies and Procedures
 Manage discrimination complaints and ensure that these are
timeously attended to and that staff and students impacted by
discrimination are aware of their rights and responsibilities
with regard to the resolution of discrimination complaints.
 Oversee appropriate dispute resolution measures throughout
the University

22. Diversity initiatives at WITS
Wits Centre for Diversity Studies - is
based in the Faculty of Humanities at the
University of the Witwatersrand.
Through interdisciplinary postgraduate
education, courses for the public, and
research, WiCDS aims to build capacity to
meet the challenges of diverse societies,
especially in post-apartheid South Africa.

23. Antecedents for embracing
diversity
Diversity complexity cognition
 Diversity complexity perceptions assess the degree to which
members of an organisation hold simple or complex views on
workplace diversity. In other words it refers to the degree to
which an individual’s view of diversity is differentiated across
aspects of diversity (Hostager & De Meuse, 2002)
 Perceptual breadth refers to the degree to which an
individual’s view of diversity is differentiated across the 5
categories of diversity reaction identified by De Meuse and
Hostager (2001). Their perceptions are more complex than
those who include one or two of the category

24. Diversity complexity cognition
 Perceptual depth – the degree to which an individual’s
diversity perceptions are differentiated to include a balanced
view of positive and negative aspects in each of the five
categories
 Diversity complexity cognition - Individuals who display a high
level of diversity complexity cognition are more likely to
recognise emotions in others (Plaut, 2002)
 Individuals who display a high level of diversity complexity
cognition tend to be more moderate in their attitudes have (a)
a heightened tolerance for ambiguity (Streufert, Streufert,
& Castore, 1968); (b) an enhanced ability to adopt the
perspective of others (Triandis, 1977); (c) an improved
ability to resolve conflicts (Eiseman, 1978); and (d) greater
levels of gregariousness, warmth, and nurturance during
social interactions (Coren & Suedfeld, 1995).

25. Diversity complexity cognition
Emotional
Reactions
Behavioural
Reactions
Judgements Personal
Consequences
Organisational
Outcomes
Positive
Words
Compassionate
Enthusiastic
Excited
Grateful
Happy
Hopeful
Proud
Collaborate
Cooperate
Friendly
Listen
Participate
Support
Understand
Ethical
Fair
Good
Justified
Proper
Sensible
Useful
Advancement
Discovery
Enrichment
Merit
Opportunity
Rewarding
Wisdom
Asset
Harmony
Innovation
Profitable
Progress
Team-building
Unity
Negative
Words
Anger
Apprehensive
Confused
Disagree
Fear
Frustration
Resentment
Blame
Fight
Patronize
Resist
Stubbornness
Unfriendly
Withdrawal
Bad
Immoral
Unfair
Unjustified
Unnatural
Useless
Worthless
Clashes
Insecurity
Pressure
Rivalry
Sacrifice
Sleeplessness
Stress
Bureaucratic
Disorder
Expensive
Liability
Regulations
Turnover
Unprofitable
Table 1: Diversity complexity perceptions

26. Antecedents for embracing diversity
Emotional intelligence
 Emotional intelligence - emotional intelligence is
positively related to diversity complexity cognition
(Kamps & Engelbrecht, 2011)
 Employees with high levels of EI accordingly maintain
a more positive attitude towards their diverse co-
workers and may experience less interpersonal
conflict than those who have lower levels of EI
(Murphy & Janeke, 2009; Suliman & Al-Shaikh, 2007).
Emotional intelligence is positively related to valuing
individual differences

27. Antecedents for embracing diversity
Higher education
A management role
Experience abroad lead to a higher
positive towards diversity
http://dergiler.ankara.edu.tr/dergiler/42/1347/15604.pdfe

28. Thank You