managing for inclusion: Equity and workplace diversity (social identify…
managing for inclusion:
Equity and workplace diversity
age,race,ethnicity,gender,physical charactertic（height,weight ect）
mental and physical ability, personability, sexual orientation etc.
workplace diversity=differences among ppl.
used to describe differences among individuals
encomposs differences among workers in: religious/belifs/educational attainment/experience/family status/parental status/pregnancy etc.
necessary to manage diversity
4 core labor standards of the International Labor Organisation(ILO)-Elimination of discrimination in respect of employment and occupation
Anti discrimanation, equal opportunity, affirmative action legislation in Australia
↑ diversity of consumers→globalsation
more than managing cultural diversity/necessary perondition for continuous innovation
changing conposition of the labour market-attracting the right kind of talent and retaining such talent
meeting merely 'legal' and 'moral'obligations,but embedding the preocess in business strategy development
social identify theroy
individuals: more 'easier' to communicate with other members of their in-group as they are more predictable, trustworthy and more likely to reciprocate favours
individuals validate their social identity by favouring their 'in-group' at the expense of'out-groips'
a shared social identify ↑ perceived differences b/t individuals belong to different social categories (i.e. b/t in-and out-groups)
sucess of organsational diversity initatives is depent upon mitigating these perceuved differences
social dilemmas of workplace diversity
mnagers are likely to recurit individuals they perceive to be similar to them(i..e. their social category)
individuals may also seek out mangers that are similar to them
those that do not 'fit in' often leave resulting in a homegenous workforce
result 'power battles'
depending upon how well the social dilemmas relating to
individuals and managerial participation are addressed
incorrect perceptions in relation to the relationship b/t homegenous workers and empluee turnover
belief-the diversity initiatives benefit society, not organizations implementing them, organsations bear the costs and accrue little benefits
create barries for selecting highly talented candidates due to ill informed and short sighted
focus on short-term costs and not long-term benefits
exclusion→employees-infomral subgroups resulting in subgroup competition
formation of subgroups along social categories may result in restricting the movement of information
sucess-organ. diversity initatives is depent upon the degree to which its employees embrace/resist them
solution of social dilemmas
public policy problem -overcoming organsation participation
management problem-overcoming individual& managerial participation
the glass celing
phrnomrnon yhsy limits the advancement of women and other minority groups to senior managerial position in organsations
only 25% of key management positiens on company board are held by women in Australia