Organizational behavior 14th by robbins 02

Robbins, Judge, and Vohra Organizational Behavior 14th Edition Diversity Diversity in in Organizations Organizations Kelli J Schutte William Jewell College Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-1 Chapter Chapter Learning Learning Objectives 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 Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-2 Diversity Diversity Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-3 Biographical Biographical Characteristics 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 Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-4 Biographical Biographical Characteristics Characteristics (Continued) (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 Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-5 Other Other Biographical Biographical Characteristics 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 Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-6 Ability Ability An individual’s capacity to perform the various tasks in a job  Intellectual and Physical Abilities Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-7 Ability 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 tasks demanding stamina, dexterity, strength, and similar characteristics Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-8 Dimensions Dimensions of of Intellectual Intellectual Ability Ability See E X H I B I T 2–3 for details See E X H I B I T 2–3 for details Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-9 Nine Nine Basic Basic Physical Physical Abilities Abilities See E X H I B I T 2–4 for details See E X H I B I T 2–4 for details Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-10 Flexibility Flexibility Factors Factors Flexibility Factors •Extent flexibility •Dynamic flexibility See E X H I B I T 2–4 for details See E X H I B I T 2–4 for details Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-11 Other Other Physical Physical Factors Factors Other Factors •Body coordination •Balance •Stamina See E X H I B I T 2–4 for details See E X H I B I T 2–4 for details Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-12 Role Role of of Disabilities 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 Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-13 Implementing ImplementingDiversity DiversityManagement ManagementStrategies Strategies  Making everybody more aware and sensitive to the needs of others Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-14 Global Global Implications Implications  Biographical Characteristics – Not much evidence on the global relevance of the relationships described in this chapter – Countries vary dramatically on their biographical composition Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-15 Additional Additional Global Global Implications 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 Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-16 Summary Summary and and Managerial Managerial Implications 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 Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-17 Summary Summary and and Managerial Managerial Implications 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 Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 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 Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, 14e 2-19 ... edition of Organizational Behavior, 14e 2-2 Diversity Diversity Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, ... practices by making generalizations about people with disabilities Copyright © 2012 Dorling Kindersley (India) Pvt Ltd Authorized adaptation from the United States edition of Organizational Behavior, ... States edition of Organizational Behavior, 14e 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,