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Managing for Inclusion: Equality and Workplace Diversity (Diversity…
Managing for Inclusion: Equality and Workplace Diversity
Diversity
Age, Race , Ethnicity, Gender, Physical Characteristics, Mental and Physical Ability, Personality, Sexual Orientation, etc.
Workplace diversity therefore refers to differences among people at work
Australian Population
28% born overseas
Overseas-born residents contribute < 50% of population growth
Europe-born are decreasing while Asian-Born are increasing
Asian-born have a larger young and working age populations
Indigenous Australians = 2.4% of population
Over the next 50 years, 1/4th australians will be =< 65 years old
Increasing labour force participation of women
Increase in dual-earner household
Embracing LGBT community
Diversity in Australia:
Need to manage diversity
One of 4 core labour standards of the international labour organisation
Anti-discrimination, equal opportunity, and affirmatice action legislation in Australia
increasing diversity of consumers due to organisation
More than managing cultural diversity, precondition for continuous innovation
Changing composition of the labour market
Not about "legal" or "moral" obligations, but embedding the process in business strategy development
What is the glass ceiling
A phenomenon that limits the advancement of women and minority groups to senior management positions in organisations
25% of key management positions on company boards held by women in Australia
On the other hand, in the public service 40% of all senior executive positions filled by women
Eastern European and Scandinavian nations lead the way in abolishing the glass ceiling
OVERCOMING THE GLASS CEILING
Changing societal norms around the role of women and eradicating gender bias
understanding the impacts/effects women have on the organization, why they can be more impactful than men?
introduction of paid-parental leave schemes, especially for men that go beyond 'one-week'
Realising that a more representative blend of women and men in senior roles just makes good business sense. this can be important when a making a colossal business decision.
Introducing gender quotas for company boards
Social identity theory
Social identity theory stipulates that individuals validate their social identity by favouring their group at the expense of out groups
individuals perceive that it is easier to communicate with other members of their 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
Social dilemmas of workplace diversity
Individual participation
The success of organisational diversity initiatives is dependant upon the degree to which its employees embrace/resist them
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
Organisational Participation
Dependant upon how well the social dilemmas relating to individual and managerial participation are addressed
Incorrect perceptions in relation to the relationship between homogenous workers and employee turnover
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
Creates barriers for selecting highly talented candidates due to ill informed and short sighted views
Managerial participation
Consequence of the dilemma of individual participation
Managers likely to recruit individuals they perceive to be similar to them
individuals may also seek out managers that are similar to them
those that dont fit in often leave resulting in a homogenous workforce
Can result in power battle