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Managing for Inclusion: Equality and Workplace Diversity WEEK7 (Workplace…
Managing for Inclusion: Equality and Workplace Diversity
WEEK7
Workplace diversity & the need to manage it
Term used in diversity Age, race, ethnicity, gender, physical characteristics (height, weight etc.), mental
Workplace diversity therefore refers to differences among people at work
More than managing cultural diversity, a necessary precondition for continuous innovation
Changing composition of the labour market – attracting the right kind of talent and retaining such talent
Religious beliefs, educational attainment, experience, family status, parental status, pregnancy etc.
One of 4 core labour standards of the International Labour Organisation (ILO)
Elimination of discrimination in respect of employment and occupation
Anti-discrimination, equal opportunity, and affirmative action legislation in Australia
Social identity theory
Social identity theory stipulates that individuals validate their social identity by favouring their ‘in- group’ at the expense of ‘out-groups’
The success of organisational diversity initiatives is dependent upon mitigating these perceived differences
Social dilemmas of workplace diversity
Individual participation
Managerial participation
Organisational participation
Managers likely to recruit individuals they perceive to be similar to them (i.e. their social category)
Dependent upon how well the social dilemmas relating to individual and managerial participation are addressed
The success of organisational diversity initiatives is dependent upon the degree to which its employees embrace/resist them
Solutions for social dilemmas
Aligning individual interest with organizational diversity initiatives by restructuring incentives
Developing measurable objectives for diversity
– Developing super ordinate goals which can only be achieved through
cooperation amongst diverse members
Avoiding the creation of legislation that results in ‘protected classes’ of workers
The glass ceiling
A phenomenon that limits the advancement of women and other minority groups to senior managerial positions in organisations
only 25% of key management positions on company boards are held by women in Australia
Eastern European and Scandinavian nations lead the way in abolishing the glass ceiling
overcoming glass ceiling
Changing societal norms around the role of women and eradicating gender bias
Eliminating the stigmatisation of men who choose to stay home for family reasons
Introduction of paid-parental leave schemes, especially for men that goes beyond ‘one week’
Introducing gender quotas for company boards