5399_5668_02

5/28/2018 5399_5668_02

1/19

Kelli J. SchutteWilliam Jewell College

Robbins, Judge, and Vohra

Organizational Behavior14th Edition

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of OrganizationalBehavior, 14e

Diversity in Organizations

2-0

5/28/2018 5399_5668_02

2/19



Chapter 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.

2-1

5/28/2018 5399_5668_02

3/19



Diversity

Surface-level diversity

Deep-level diversity

Diversity Management

2-2

5/28/2018 5399_5668_02

4/19



Biographical Characteristics

Objective and easily obtained personal character istics.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.

2-3

5/28/2018 5399_5668_02

5/19



Biographical Characteristics (Continued)

Disability

Todays 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.

2-4

5/28/2018 5399_5668_02

6/19



Other 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 issuetransgendered employees.

2-5

5/28/2018 5399_5668_02

7/19



Ability

An individuals capacity to perform the various tasks in ajob.

Intellectual and Physical Abilities

2-6

5/28/2018 5399_5668_02

8/19



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.

No correlation between intelligence and job satisfaction.

Physical Abilities

The capacity to do tasks demanding stamina, dexterity,strength, and similar characteristics.

2-7

5/28/2018 5399_5668_02

9/19



Dimensions of Intellectual Ability

IntellectualAbility

NumberAptitude

VerbalComprehension

PerceptualSpeed

InductiveReasoning

DeductiveReasoning

SpatialVisualization

Memory

See E X H I B I T 23 for details

2-8

5/28/2018 5399_5668_02

10/19



Nine Basic Physical Abilities

2-9

Strength Factors Dynamic strength

Trunk strength

Static strength

Explosive strength


5/28/2018 5399_5668_02

11/19



Flexibility Factors

2-10

Flexibility Factors

Extent flexibilityDynamic flexibility


5/28/2018 5399_5668_02

12/19



Other Physical Factors

2-11

Other Factors

Body coordination

BalanceStamina


5/28/2018 5399_5668_02

13/19



Role 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.

2-12

5/28/2018 5399_5668_02

14/19



Implementing Diversity Management Strategies

Making everybody more aware and sensitive to the

needs of others.

2-13

Attracting, Selecting, Developing, andRetaining the Diverse Employees

Working with Diversity in Groups

Effective Diversity Programs

5/28/2018 5399_5668_02

15/19



Global Implications


Not much evidence on the global relevance of the

relationships described in this chapter.

Countries do vary dramatically on their biographical

composition.

2-14

5/28/2018 5399_5668_02

16/19



Additional Global Implications

Intellectual Abilities

Structures and measures of intelligence generalize across

cultures.


Diversity management is important across the globe.

However, different cultures will use different frameworks

for handling diversity.

2-15

5/28/2018 5399_5668_02

17/19



Summary and Managerial Implications

Summary:

Ability

Directly influences employees level of performance.

Managers need to focus on ability in selection, promotion, and

transfer.

Fine-tune job to fit incumbents abilities.


Should not be used in management decisions: possible source

of bias.

2-16

5/28/2018 5399_5668_02

18/19



Summary and Managerial Implications


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.

2-17

5/28/2018 5399_5668_02

19/19



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

2-18

5399_5668_02

Documents