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WEEK 7: Diversity in workplace (social identity theory (individuals…
WEEK 7: Diversity in workplace
manage diversity
Australian population
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, affirmative action legislation in Australia
increase in dual -earner households with dependent children, single-parent households, and the "sandwich generation" - embracing the LGBT community
increasing diversity of consumers due to globalisation
indigenous Aust comprise of approximately 2.4 % of the population - over the next 50 years, approximately 1/4 Aust will be 65 years or older - increasing labour force participation of women
more than managing cultural diversity, a necessary precondition for continuous innovation
born in Europe = declining
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born is Asia and Africa = increasing - overseas-born population from Asia and Africa have proportionally large young (0-14 years) and working age (16-64 years) populations compared to those from Europe
changing composition of the labour market - attracting the right kind of talent and retaining such talent
overseas-born residents contribute to > 50% population growth - over 300 languages
not about merely meeting 'legal' or 'moral' obligations, but embedding the process in business strategy development
28% overseas, 3rd highest in the world
diversity
term used to describe differences among individuals
age, race, ethnicity, gender, physical characteristics (height, weight), mental and physical ability, personality, sexual orientation
workplace diversity therefore refers to differences among ppl at work
workforce diversity also encompasses differences among workers in: religious beliefs, educational attainment, experience, family status, parental status, pregnancy
social identity theory
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 bt individuals belonging to different social categories (i.e. bt in- and out-groups)
this theory stipulates that individuals validate their social identity by favouring their 'in-group' at the expense of 'out-groups'
the success if organisational diversity initiatives is dependent upon mitigating these perceived differences
social dilemmas of workplace diversity
managerial participation
a consequence of the dilemma of individuals participation
managers likely to recruit individuals they perceive to be like them (i.e. their social category)
individuals may also seek out mangers that ate like them
those that do not 'fit in' often leave resulting in a homogenous workforce
can result in ' power battles'
organisational participation
incorrect perceptions in relation to the relationship bt homogenous workers and employee turnover
Belief that diversity initiatives benefit social not organisations implementing them, organisations bear the costs and accrue little benefit
dependent upon how well the social dilemmas relating to individual and managerial participation are addressed
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
individual participation
due to exclusion, employees may form r information subgroups resulting in subgroup competition
formation of subgroups along social categories may result in restricting the movement of information-organic organisation
the success of organisational diversity initiatives is dependent upon the degree to which its employees embrace/ resist them
solutions for social dilemmas
the public policy problem
avoiding the creation of legislation that results in 'protected classes' of workers (employing females b/c of inequality). this could work against diversity (animosity)
instead developing legislation that required firms to develop and implement diversity initiatives that result in sustainable success
overcoming organisational participation (higher order)
not focus on encouraging just diversity, but 'effective' diversity
educational curricula at primary/ secondary level.
the management problem
aligning individual interest with organisational diversity initiatives by restructuring incentives
assisting individuals in realising that their self-interest can be facilitated by embracing organisational diversity initiatives
overcoming individual & managerial participation
developing measurable objectives for diversity
developing superordinate goals which can only be achieved through cooperation amongst diverse members would help using their diversities
creating a work environment that encourages and facilitates communication bt diverse employees
keeping work team/ group sizes small (everyone os equally represented)
measuring managerial performance from a long-term perspective
embrdding the value of diversity to mission, vision statement
the glass ceiling
a phenomenon that limits the advancement of women and other minority groups to senior managerial positions in organisations
however, in the public service 40% of all senior executive positions filled by women
eastern European and Scandinavian nations lead the way in abolising the GC
only 25% of key management positions on company boards are held by women in Australia
overcoming the GC
introducing gender quotas for company boards
realising that a more representative blend of women and men in senior roles just makes good business sense
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'
changing societal norms around the role of women and eradicating gender bias