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Management for equality and workplace diversity (social identity theory,…
Management for equality and workplace diversity
solution for social dilemmas
The management problem
overcoming individual & managerial participation
Aligning individual interest with organizational diversity by restructuring incentives
Developing measurable objectives for diversity
keeping work team/ group sizes small
The public policy problem
overcoming organizational participation
Avoiding the creation of legislation that results in ‘protected classes’ of workers
Not focusing on encouraging just diversity, but ‘effective’ diversity
Educational curricula at primary/secondary level
social dilemmas of workplace diversity
Managerial participation
Individuals may also seek out managers that are similar to them
Those that do not ‘fit in’ often leave resulting in a homogenous workforce
Managers likely to recruit individuals they perceive to be similar to them (i.e. their social category)
Can result in ‘power battles’
A consequence of the dilemma of
individual participation
Organisational participation
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
Incorrect perceptions in relation to the relationship between homogenous workers and employee turnover
Creates barriers for selecting highly talented candidates due to ill informed and short sighted views
Dependent upon how well the social dilemmas relating to individual and managerial participation are addressed
Individual participation
The success of organisational diversity initiatives is dependent upon the degree to which its employees embrace/resist them
Due to exclusion, employees may form further informal subgroups resulting in subgroup competition
Formation of subgroups along social categories may result in restricting the movement of information
glass ceiling
limit the advance meant of woman and other minority group s to senior managerial position s in organization
overcome the glass ceiling
changing societal norm around the role of woman and eradicating gender bias
reduce the stigmatisation
intruducing gender quotas for comet boards
realising more representative blend of woman and men in senior role
introduction of paid-parental leave schemes ,especially men
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
dependent upon mitigating these perceived differences
http://monash.online.clickview.com.au.ezproxy.lib.monash.edu.au/libraries/videos/3715670
Workplace diversity & the need to manage it
Term used to describe differences among individuals
Workplace diversity therefore refers to differences among people at work
In addition to the above differences, workforce diversity also encompass differences among workers in:
Religious beliefs, educational attainment, experience, family status, parental status, pregnancy etc.
Age, race, ethnicity, gender, physical characteristics (height, weight etc.), mental and physical ability, personality, sexual orientation etc.
necessary to 'manage' diversity
One of 4 core labour standards of the International Labour Organisation (ILO) – Elimination of discrimination in respect of employment and occupation
More than managing cultural diversity, a necessary
precondition for continuous innovation
Increasing diversity of consumers due to globalisation
Changing composition of the labour market – attracting the right kind of talent and retaining such talent
Anti-discrimination, equal opportunity, and affirmative action legislation in Australia
Not about merely meeting ‘legal’ or ‘moral’ obligations, but embedding the process in business strategy development