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Managing for Inclusion: Equality and Workplace Diversity (The glass…
Managing for Inclusion:
Equality and Workplace
Diversity
Solutions for social
dilemmas
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 between individuals belonging to
different social categories (i.e. between in- and
out-groups)
Social identity theory stipulates that individuals
validate their social identity by favouring their ‘ingroup’
at the expense of ‘out-groups’
The success of organisational diversity initiatives
is dependent upon mitigating these perceived
differences
The glass ceiling
only 25% of key management positions
on company boards are held by women in
Australia
However, in the public service 40% of all
senior executive positions filled by women
A phenomenon that limits the
advancement of women and other
minority groups to senior managerial
positions in organisations
Eastern European and Scandinavian
nations lead the way in abolishing the
glass ceiling
HOW TO OVERCOME THE GLASS CEILING
Introduction of paid-parental leave
schemes, especially for men that goes
beyond ‘one week’
Introducing gender quotas for company
boards
Eliminating the stigmatisation of men who
choose to stay home for family reasons
Realising that a more representative
blend of women and men in senior roles
just makes good business sense
Changing societal norms around the role
of women and eradicating gender bias
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
– Formation of subgroups along social
categories may result in restricting the
movement of information
– Due to exclusion, employees may form
further informal subgroups resulting in
subgroup competition
– The success of organisational diversity
initiatives is dependent upon the
degree to which its employees
embrace/resist them
Workplace diversity & the
need to manage it