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Managing for Inclusion: Equality and Workplace Diversity (Social Dilemmas…
Managing for Inclusion: Equality and Workplace Diversity
Social Identity Theory
Social identity theory stipulates that individuals validate their social identity by favouring their ‘in- group’ at the expense of ‘out-groups’
Individuals perceive that it is ‘easier’ to communicate with other members of their in-group as they are more predictable, trustworthy, and more likely to reciprocate favours
A shared social identity increases perceived differences between individuals belonging to different social categories (i.e. between in- and out-groups)
The success of organisational diversity initiatives is dependent upon mitigating these perceived differences
Social Dilemmas of Workplace Diversity
Individual participation:
– The success of organisational diversity initiatives is dependent upon the degree to which its employees embrace/resist them
– Formation of subgroups along social categories may result in restricting the movement of information
– Due to exclusion, employees may form further informal subgroups resulting in subgroup competition
this stems from Social Identity Theory, as people favour their perceived in-groups, leading to exclusion of their out-groups
Managerial participation:
– A consequence of the dilemma of
individual participation
– Managers likely to recruit individuals they perceive to be similar to them (i.e. their social category)
– Individuals may also seek out managers that are similar to them
– Those that do not ‘fit in’ often leave resulting in a homogenous workforce
– Can result in ‘power battles’
Organisational participation:
– Dependent upon how well the social dilemmas relating to individual and managerial participation are addressed
– Incorrect perceptions in relation to the relationship between homogenous workers and employee turnover
– Belief that diversity initiatives benefit society not organisations implementing them, organisations bear the costs and accrue little benefit
– Focus on short-term costs and not long-term benefits
– Creates barriers for selecting highly talented candidates due to ill informed and short sighted views
Organisational membership often represents a social dilemma because individual can realise substantial benefits from organisational memberships, even if they do not pay the costs for those benefits
Glass Ceiling
WHAT: A phenomenon that limits the advancement of women and other minority groups to senior managerial positions in organisations.
OVERCOMING THE GLASS CEILING
Eliminating the stigmatisation of men who choose to stay home for family reasons
Introduction to paid-parental leave schemes
Changing societal norms around the role of women and eradicating gender bias
Introducing gender quotas for company boards
Realising that a more representative blend of women and men in senior roles just makes good business sense
Workplace diversity and the need to manage it
Diversity is a term used to describe differences among individuals such as age race gender, height, weight, religion, education etc.
It is necessary to manage diversity as 28% of Australia's population was born overseas , with the number of those coming from europe declining, in addition to this we have an ageing population and increasing labour force participation of women
There are 4 core labour standards that focus on the elimination of discrimination with respect to employment, along with a number of anti discrimination policies in place that make it increasingly necesary to manage diversity, however, it is not just about legal or moral obligations and it is in an organisations best interests to embrace diversity i.e. apple
Overcoming social dilemmas of workplace diversity
Management probelm
Public policy problem
Contact between different groups, engagement, effects of striking, social accountability