T&D Ch 15 HRD, Diversity and Inclusion

Culture

shared values, understandings, assumptions, and goals that are learned form earlier generations imposed by present members, and passes on by succeeding generations

Characteristics of culture

nonbiological means of human adaptation comprised of material objects, ideas, values, attitudes, customs, and patterned ways of behaving, socially transmitted and socially constructed, always changing

Enculturation

the process by which a society’s culture is transmitted from one generation to another; children learn from parents, teachers, friends, and TV

Sociocultural Embeddedness

there are levels of every culture and we are each embedded in many cultures

society: dominant beliefs and ideologies

local: regional, work, government

home: family religion, school, neighborhood

Variability in shared cultural experiences

gender: what are stereotypical characteristics of men vs women; age: what are characteristics of young vs old people

Organizational Culture

set of shared values, beliefs, norms, artifacts, and patterns of behavior that are used as a frame of reference for the way one looks at, understands, and works within an org; varies a lot from one org to the next; represents group expectations, morns, and goals

Artifacts

material and nonmaterial objects and patterns that intentionally or unintentionally communicate info about the orgs technology, beliefs, values, assumptions, and ways of doing things

Examples of Org Culture Norms

PTO, in person or at home work, when do people arrive/leave, how committed to the org are people, how productive are people, lunch culture

Power Distance

level of acceptance by a society of the unequal distribution of power'; low: more equal power between managers and subordinates, high: uppers are more respected

Uncertainty Avoidance

extent to which people feel threatened by ambiguous situations, how willing they are to take risk; low: risky, high: conservative

Individualism

tendency of people to look after themselves; low individualism: group mentality, high individualism: put themselves first

Masculinity

degree of traditional masculine values: assertiveness, materialism, individualistic or feminine values: concern for others, relationships, quality of life

Long Term Orientation

extent to which a culture programs its members to accept delayed gratification; low: higher value on shirt term results, high: future oriented and strive for long term goals

Critical Value Differences for the US

time: in the US time is valuable

change: in the US we believe that individuals can influence events and they are responsible for their future; other countries think that there are external factors or destiny that determine their path

individualism: the US values individual achievement above group goals

Ethnocentrism

people who think their way is the best no matter where or under what conditions they are applied; making a judgement based on your own norms, values, and beliefs

Challenges in Cross Cultural Management

most leaders and teams opt for homogeneity not diversity

Faultlines/Conflict

the more diverse a group, the more visible social categories which can create faultlines, leading to conflict

Solo or Token Status

15% or less of the group, the fewer the number of people from special social categories on a team, the more negative personal experience, and the likelihood for them to feel isolated, role entrapment, and experience performance pressure

Cultural Sensitivity

awareness and an honest caring about another individuals culture; ability to understand the perspective of those living in other societies (putting yourself in someone else’s shoes); awareness allows managers to develop appropriate policies and determine how to plan, organize, and lead in a specific setting

Cultural Relativism

not judging a culture based on your own standard of what is right and wrong/strange or normal, but understanding cultural practices within their own cultural context

Workforce Diversity

ways in which people in an org are different from and similar to one another; term used by HR associated with fair hiring practices, discrimination, and inequality

Surface Level Diversity

easily perceived differences that may trigger certain stereotypes, but that do not necessarily reflect the ways people think or feel

Deep Level diversity

difference in values, personality, and work preferences

Title VII of the Civil Rights Act

protects employees against discrimination based on certain characteristics

Equal Employment Opportunity (EEO)

the right to obtain jobs and earn rewards in then regardless of non job related factors; unlawful for employers to make decisions based on discriminatory factors unless job related

EEOC (commission)

federal agency established by the Civil Rights Act to enforce and ensure compliance with Title VII; investigates complaints and hears cases of discrimination

Why is managing workplace diversity so important

people management: better use of diverse talent; org performance: reduces costs and lawsuits and better problem solving and flexibility; strategic: better understanding of marketplace, could increase revenue, competitive advantage

Ideal Worker Norms

cultural and societal expectations about what behaviors are considered ideal in an employee; often influence discrimination against people who do not embody these norms (available 24/7, uninterrupted commitment, overtime and long hours, single focus on job, low work life balance)

Workforce Diversity: Race and Ethnicity

individuals favor those of their own race, black applicant tend to have fewer job offers than white and tend to receive lower job performance rating, lower wages, and less promotions

Challenges in managing diversity

bias: tendency toward a particular perspective

prejudice: preconceived belief, opinion, or judgement toward a person or group

stereotyping: judging a person based on a perception of a group

discrimination: acting on the prejudicial attitudes toward people who are in that group

Access Discrimination

org places limits on job availability through such things as restricting advertisements and recruiting, rejecting applicants, or offering lower starting salaries

Treatment discrimination

when a person is hired and take the form of limiting opportunities; examples: women have moved into male dominated fields

The Glass Ceiling

invisible but impenetrable boundary prevented women and minorities from advancing to senior management levels; subtle attitudes and prejudices that block women and minorities from upward mobility, particularly into mgt

Why does the glass ceiling happen

issues with recruitment practices, lack of opportunity for participating and contributing to corporate development activities, biases, orgs should formalize career development processes to eliminate glass ceiling effect

Workplace Diversity Initiatives

top management commitment to diversity, mentoring, inclusive skills training, employee resource groups

Workplace Diversity Initiatives: socialization and orientation

new employees may feel isolated, more stressed, or more pressure/ held to a higher standard due to their cultural differences; failure to consider these issues can result in loss of talent

Social Categorization theory background

created by Henri Tajfel a polish Jewish businessman; lost his family to the Holocaust, but survived by pretending to be a different ethnic group

Social Categorization Theory

people define themselves by the groups they belong to, we seek group affiliation; process of placing people into groups based on common factors to simplify the world; this create in groups and out groups

Realistic Conflict Theory Background

created by Muzafer Sherif; boys summer camp split into 2 groups to theorize about discrimination and stereotyping

Realistic Conflict theory

group formation: naming, getting to know each other

friction: competitive behaviors and hostility developed between groups

integration: cooperative tasks between groups have one goal together

found that necessary collaboration towards goal reduced hostility and increased unity

Realistic Conflict

conflict over scarce resources

Symbolic Conflict

differences in values and beliefs

Biases associated with intergroup conflict

stereotyping, categorization (us vs them), ingroup bias (we are better than them), outgroup homogeneity effect

Strategies for reducing negative effects of intergroup conflict

subordinate goals, intergroup contact reduces conflict when: top mgt supports, sufficient opportunity to interact, equal status of groups, shared goas in place, cross-group friendships