IP 348 CH2

Diversity

the reality that people are not all the same

Workforce diversity

recognising and capitalising on people’s differences to maximise employee potential

Importance of effective diversity management

provides access to the widest pool of skills and ideas and helps prevent design failures caused by lack of inclusion

The Iceberg Metaphor

differences between individuals are often categorised into two levels, frequently compared to an iceberg where the most impactful traits are hidden beneath the surface

The Iceberg Metaphor Levels of Diversity

Surface-level diversity

Deep-level diversity

Surface-Level Diversity

obvious biographical characteristics that do not necessarily reflect how people think or feel but may activate stereotypes

Surface-level diversity key characteristics

gender

age

race

ethnicity

physical disabilities

Deep-Level Diversity

values, personality, and work preferences that become progressively more important as people get to know one another

Deep-level diversity key characteristics

values

personality

work preferences

technical skills

The Iceberg Effect

overtime, deep-level similarities tend to overshadow surface-level differences, reducing the initial impact of demographic stereotypes

The most visible forms of surface-level diversity

biographical characteristics

Biographical characteristics

age

sex and gender identity

race and ethnicity

disabilities

tenure

religion

sexual orientation and gender identity

Research on age and work

age is not associated with lower productivity. older workers generally have lower turnover and absenteeism

Key findings about sex/gender and work performance

no consistent differences between men and women in problem-solving, analytical skills, or competitive drive

Glass ceiling

invisible barriers preventing women from advancing to higher positions

Glass cliff

women being given leadership roles during crises, when the risk of failure is highest

Difference between race and ethnicity

race relates to biological heritage while ethnicity relates to cultural traits

In-group favouritism

the tendency to favour people of one’s own race in evaluations, promotions, and pay raises

Disability

a physical or mental impairment that substantially limits major life activities

Hidden disabilities

sensory impairments

chronic illness/pain

cognitive or learning impairments

sleep disorders

psychological challenges

Paradox regarding employees with disabilities

workers with disabilities may receive higher performance evaluations, but can face lower initial expectations or fewer opportunities

Relationship between tenure and work outcomes

tenure is a strong predictor or productivity, and tenure is positively related to job satisfaction

Religion in the workplace

religion is legally protected, but discrimination still occurs, particularly against muslim employees in western contexts

Discrimination in its simplest form

the noting of a difference between things

When discrimination becomes problematic

when it is unfair, based on stereotypes rather than job-related performance

Prejudice

an attitude representing broad, generalised feelings toward a group that maintains social hierarchies

Implicit bias

prejudices that are hidden outside of one’s conscious awareness

Implicit Association Test (IAT)

How implicit biases are tested

Discrimination

actions or behaviours that reinforce group advantages or disadvantages

Forms of workplace discrimination

Disparate treatment

Disparate impact

Microaggressions

Incivility

Exclusion

Disparate treatment

intentional discrimination against a protected group

Disparate impact

unintentional, when neutral practices have a discriminatory effect

Microaggressions

subtle, stunning exchanges that negatively impact marginalised groups

Incivility

disrespectful treatment, including aggressive behaviour or ignoring opinions

Exclusion

unintentional or intentional removal from social events or mentoring

Theoretical perspectives on diversity

Social Categorisation Theory

Stereotyping, Stereotype, and Stigma

System Justification and Social Dominance Theories

Intersectionality and the Cultural Mosaic

Social Categorisation Theory

the process by which people make sense of others by constructing “in-groups” and “out-groups”

Stereotyping

judging someone based on the perception of the group to which they belong

Stereotype threat

the degree to which and individual is concerned about being judged or treated negatively based on a certain stereotype

Stigma

attributes that are often concealable but convey a devalued identity in certain social contexts

System Justification

suggests group members may rationalise or justify their own experiences with inequality to maintain the status quo

Social Dominance

suggest prejudice is based on a complex hierarchy where one group dominates another to enjoy greater resources

Intersectionality

the framework for understanding how various identities combine to create unique modes of discrimination

The Cultural Mosaic Metaphor

suggests individuals are made of multiple “tiles” or attributes: biographical/demographic, geographical, associative

Functional diversity

differences in work experience, education, and skills within a group

Functional diversity’s impact on team performance

generally improves innovation and problem solving

Fault lines

perceived divisions that split a group into subgroups based on individual differences

Impact of fault lines

can lead to conflict and reduces communication

Mitigation of fault lines

pro-diversity leadership and a shared organisational identity can help bridge subgroup divisions

Hofstede’s 6 dimensions of national culture

power distance

individuals vs collectivism masculinity vs femininity

uncertainty avoidance

long-term vs short-term orientation

indulgence vs restraint

Power distance

acceptance of unequal power distribution

Individualism vs collectivism

preference for acting independently vs as part of a close-knit group

Masculinity vs femininity

traditional masculine roles vs less differentiation between gender roles

Uncertainty avoidance

degree to which society feels threatened by ambiguity

Long-term vs short-term orientation

focus on the future/persistence vs the present

Indulgence vs restraint

indulgence and gratification vs restraint of desires

GLOBE Framework

Global Leadership and Organisational Behaviour Effectiveness builds on Hofstede’s work by analysing 9 cultural dimensions

The cultural dimensions that GLOBE adds

assertiveness

future orientation

humane orientation

performance orientation

Cultural intelligence (CQ)

an individual’s ability to function effectively in culturally diverse settings

CQ’s importance for expatriate adjustment

organisations need to select employees who can adjust quickly and function affectively during international assignments

Diversity

representation of different groups

Equity

ensuring fair treatment, access, and opportunity

Inclusion

ensuring diverse individuals feel a sense of belonging and value

Common In-group Identity Model

aims to remove people from “us vs them: to a unified “we” by focusing on shared organisational goals

Contact Hypothesis

suggests that increased interaction between different groups can reduce prejudice, provided the contact is positive and task-oriented

Two key practices used to implement diversity management

targeted recruitment and DEI training

Targeted recruitment

actively seeking out diverse candidates

DEI training

focuses on the legal framework, the business case for diversity, and personal development

Tokenism

making only a symbolic effort to be inclusive by recruiting a small number of people from underrepresented groups to create the appearance of sexual or racial equity

Risk of a lack of authenticity in diversity initiatives

initiatives may be seen as performative rather than genuine, which can undermine their credibility and effectiveness