5399_5668_02.ppt

Kelli J. SchutteWilliam Jewell College

Robbins, Judge, and Vohra

Organizational Behavior14th Edition

Copyright © 2012 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Organizational Behavior, 14e

Diversity in OrganizationsDiversity in Organizations

2-1


Chapter Learning ObjectivesChapter Learning 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.

2-2


DiversityDiversity

2-3


Biographical CharacteristicsBiographical 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.

2-4


Biographical Characteristics (Continued)Biographical Characteristics (Continued)

Disability– Today’s organizations have started making efforts to hire

people with disabilities.

Tenure– People with job tenure (seniority at a job) are more

productive, absent less frequently, have lower turnover, and are more satisfied.

2-5


Other Biographical CharacteristicsOther Biographical Characteristics

Religion– May impact the workplace in areas of dress, grooming, and

scheduling. The law prohibits employers from discriminating against employees on the basis of their religion.

Sexual Orientation– In June 2009, the High Court of Delhi, in a landmark

judgment, decriminalized homosexual sex between consenting adults, overturning a 149-year-old British colonial law

– Domestic partner benefits are an important consideration.

Gender Identity– Relatively new issue – transgendered employees.

2-6


AbilityAbility

An individual’s capacity to perform the various tasks in a job. Intellectual and Physical Abilities

2-7


AbilityAbility

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.

• No correlation between intelligence and job satisfaction.

– Physical Abilities• The capacity to do tasks demanding stamina, dexterity,

strength, and similar characteristics.

2-8


Dimensions of Intellectual AbilityDimensions of Intellectual Ability

See E X H I B I T 2–3 for detailsSee E X H I B I T 2–3 for details

2-9


Nine Basic Physical AbilitiesNine Basic Physical Abilities

2-10



Flexibility FactorsFlexibility Factors

2-11

Flexibility Factors

•Extent flexibility•Dynamic flexibility



Other Physical FactorsOther Physical Factors

2-12

Other Factors

•Body coordination•Balance•Stamina



Role of DisabilitiesRole of 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.

2-13


Implementing Diversity Management StrategiesImplementing Diversity Management Strategies

Making everybody more aware and sensitive to the needs of others.

2-14


Global ImplicationsGlobal 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.

2-15


Additional Global ImplicationsAdditional Global 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.

2-16


Summary and Managerial ImplicationsSummary and Managerial 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.

2-17


Summary and Managerial ImplicationsSummary and Managerial 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.

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

2-19

Date post:	11-Apr-2015
Category:	Documents
Upload:	ashok-karri
View:	79 times
Download:	9 times

5399_5668_02.ppt

Documents