Robbins Ob14 Ppt 02

5/28/2018 Robbins Ob14 Ppt 02

1/19

Kelli J. SchutteWilliam Jewell College

Robbins & Judge

Organizational Behavior14th Edition

Diversity in Organizations

2-0Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall


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.



3/19

Diversity

Surface-level diversity

Deep-level diversity

Diversity Management



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.



5/19

Biographical Characteristics (Continued)

Race & Ethnicity

Contentious issue: differences exist, but could be more

culture based than race based.

Tenure

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

productive, absent less frequently, have lower turnover, and

are more satisfied.



6/19

Other Biographical Characteristics

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

scheduling

Sexual Orientation

Federal law does not protect against discrimination (but state

or local laws may).

Domestic partner benefits are important considerations.

Gender Identity

Relatively new issuetransgendered employees.



7/19

Ability

An individuals capacity to perform the various tasks in ajob.

Intellectual and Physical Abilities



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.

Wonderlic Personnel Test: a quick measure of intelligence forrecruitment screening.

No correlation between intelligence and job satisfaction.

Physical Abilities

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



9/19

Dimensions of Intellectual Ability

IntellectualAbility

NumberAptitude

VerbalComprehension

PerceptualSpeed

InductiveReasoning

DeductiveReasoning

SpatialVisualization

Memory

E X H I B I T 21



10/19

Nine Basic Physical Abilities


Strength Factors Dynamic strength

Trunk strength

Static strength

Explosive strength


11/19

Flexibility Factors


Flexibility Factors

Extent flexibilityDynamic flexibility


12/19

Other Physical Factors


Other Factors

Body coordination

BalanceStamina


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.



14/19

Implementing Diversity Management Strategies

Making everybody more aware and sensitive to the

needs of others.


Attracting, Selecting, Developing, andRetaining the Diverse Employees

Working with Diversity in Groups

Effective Diversity Programs


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.



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.



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.



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.



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


Documents

Robbins Ob14 Ppt 02