Professional Documents
Culture Documents
Chapter 2 - Devirsity
Chapter 2 - Devirsity
surface-level diversity Differences in easily perceived characteristics, such as gender, race, ethnicity, age,
or disability, that do not necessarily reflect the ways people think or feel but that may activate certain
stereotypes.
deep-level diversity Differences in values, personality, and work preferences that become progressively
more important for determining similarity as people get to know one another better.
To review, rather than looking at individual characteristics, unfair discrimination assumes everyone in a group
is the same. This discrimination is often very harmful for employees and undermine organizational
effectiveness.
Many Type of Discrimination are prohibited by law and therefore are not a part of organizations’ official policies,
the practices persist.
stereotyping Judging someone on the basis of our perception of the group to which that person belongs.
Stereotype threat describes the degree to which we internally agree with the generally negative stereotyped
perceptions of our groups.
Stereotype threat has serious implications for the workplace. Employees who feel it may have lower
performance, lower satisfaction, negative job attitudes, decreased engagement, decreased motivation, higher
absenteeism, more health issues, and higher turnover intentions.
Variations in surface-level (biographical) characteristics may be the basis for discrimination against
classes of employees, so it is worth knowing how related they actually are to work outcomes. As a
general rule, many biographical differences are not important to actual.
Age :
The stereotypes of older workers as being behind the times, grumpy, and inflexible are changing. But
-Regarding turnover, the Older skills have become more specialized.
-Absenteeism, older employees have lower rates of avoidable absence versus younger employees also
older workers do not have more psychological problems.
-Job performance, the older workers seemed to know better how to avoid severe errors, These artists
rely on wisdom, which increases with age”.
-Regarding life satisfaction
Actually, positive moods increased with age.
Sex
-One meta-analysis of job performance studies found that women scored slightly higher than men on
performance measures. A separate meta-analysis of 95 leadership studies indicated that women and men
are rated equally effective as leaders.
-For instance, men are preferred in hiring decisions for male-dominated occupations.
-Once on the job, men and women may be offered a similar number of developmental experiences, but
females are less likely to be assigned challenging positions by men, assignments that could help them
achieve higher organizational positions.
Moreover, men are more likely to be chosen for leadership roles even though men and women are
equally effective leaders.
-Sex discrimination has a pervasive negative impact. Notably, women still earn less money than men for
the same positions.
5. What are the relevant points of intellectual and physical abilities to organizational
behavior?
intellectual abilities The capacity to do mental activities—thinking, reasoning, and problem solving.
Jobs differ in the demands they place on intellectual abilities. Research consistently indicates a correspondence
between cognitive ability and task performance.
intelligence is a big help in performing a job well, to classify employees abilities.
seven most frequently cited dimensions:
Number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial
visualization, and memory
physical abilities The capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics.
High employee performance is likely to be achieved when the extent to which a job requires each of the nine
abilities matches the abilities of employees in that job.
Groups of individuals with different types of expertise and education are more effective than homogeneous
groups.
Managers who emphasize higher-order goals and values in their leadership style are more effective in
managing diverse teams.
Effective Diversity programs
First, they teach managers about the legal framework for equal employment opportunity.
Second, they teach managers how a diverse workforce will be better able to serve a diverse market of
customers and clients.
Third, they foster personal development practices that bring out the skills and abilities of all workers,
diversity-oriented programs to increase the representation of minority groups and ensure everyone a fair
opportunity to show their skills and abilities.