Managing for Inclusion: Equality and Workplace Diversity
Managing for Inclusion:
Equality and Workplace
Workplace diversity & the
need to manage it
What is diversity? Term used to describe differences among
Age, race, ethnicity, gender, physical
characteristics, mental and
physical ability, personality, sexual orientation.
Workforce diversity also encompass differences among
Religious beliefs, educational attainment,
experience, family status, parental status,
Is it necessary to ‘manage’ diversity?
It is one of 4 core labour standards of the International
Labour Organisation (ILO)
Anti-discrimination, equal opportunity, and affirmative
action legislation in Australia.
Increasing diversity of consumers due to globalisation
Managing cultural diversity.
Changing composition of the labour market
Not to meeting ‘legal’ or ‘moral’ obligations,
but embedding the process in business strategy
The glass ceiling
What is the glass ceiling?
Limits the advancement of women and other
minority groups to senior managerial
positions in organisations
25% of key management positions on company boards are held by women in Australia
in the public service 40% of all
senior executive positions filled by women
Eastern European and Scandinavian
nations lead the way in abolishing the
Overcoming the glass ceiling
Changing societal norms
Eliminating the stigmatisation.
Introduction of paid-parental leave
Introducing gender quotas for company boards
It makes good business sense to have a blend of women and men in senior roles
3 social dilemmas of workplace diversity,
success of organisational diversity initiatives is dependant upon the degree to which its employee embrace/resist them
-the formation of in and out groups
consequence of individual dilemma
-managers recruit individuals they perceive to be similar to them (social circle)
dependant upon how well the social dilemmas relating to individual and :managerial participation are addressed.
belief that diversity derives no real benefit and focuses on short term rather than long term benefits.
Social identity theory
Social identity theory and diversity
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
it is ‘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-groups’
Solutions for social dilemmas
Overcoming social dilemmas of workplace diversity
Assisting individuals realizing that their selfinteres tcanbefacilitatedby embracing organizational diversity initiatives
Developing measurable objectives fordiversity
Aligning individual interest with organizational diversity initiativesby restructuring incentives
Developing superordinate goals which can only be achieved through
cooperation amongst diverse members
Creating a work environment that encourages and
facilitates communication between diverse employees
Keeping work team/group sizes small
Measuring managerial performance fromalong-term
embedding value of diversity to mission,vision statement
The public policy problem – overcoming organisational participation
Video (Week 7)
Responding sensitively - work effectively with differences. Communicate appropriately - you have to work with different ages, values and religion.