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Managing for Inclusion: Equality and Workplace Diversity (Social identity…
Managing for Inclusion: Equality and Workplace Diversity
Workplace diversity & the need to manage it
What is diversity?
age, race, ethnicity, gender, physical characteristics
workplace diversity = difference among people at work
religious beliefs, educational attainment, experience, family status, parental status, pregnancy
is it necessary to 'manage' diversity
one of 4 core labour standards
elimination of discrimination
in respect of employment
and occupation
ant-discrimination, equal opportunity
increasing diversity of consumers due to globalisation
a necessary pre condition for continuous innovation
Social identity theory
favouring 'in-group' at the expense of 'out-groups'
'easier' to communicate with other members of 'in-group'
perceived differences between individuals belonging in different social groups
success of organisational diversity is dependent upon mitigating these perceived differences
Social Dilemmas of workplace diversity
individual participation
formation of subgroups along social categories may result in restricting the movement of information
due to exclusion, some 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
managerial participation
a consequence of the dilemma of individual participation
managers likely to recruit individuals they perceive to be similar to them
individuals may also seek out individuals that are similar to them
those that do not 'fit in'' often leave resulting in a homogenous workforce
can result in 'power battles'
organisational participation
dependent upon how well the social dilemmas relating to individual and managerial participation are addressed
incorrect perceptions
focus on short-term costs and not long-term benefits
create barriers for selecting highly talented candidates due to ill informed and short-sighted views
The glass ceiling
what is the glass ceiling
a phenomenon that limits the advancement of women and other minority groups to senior managerial positions in organisations
only 25% of key management positions on company boards are held by women in Australia
in public sector, 40% of senior executive positions are filled by women
in Europe and Scandinavia, nations leas the way in abolishing the glass ceiling
overcoming the glass ceiling
changing societal norms around the role of women and eradicating gender bias
eliminating the stigmatism of men who choose to stay home for family reasons
introduction of paid-parental leave schemes, especially for men that goes beyond 'one week'
introducing gender quotas for company boards
realising that a more representative blend of women and men in senior roles just makes good business sense
solutions for social dilemmas
the managerial problem - overcoming individual & managerial participation
align individual interest
develop measurable objectives for diversity
keeping work teams/group sizes small
measuring managerial performance from a long-term perspective
embedding the value of diversity to mission, vision statements
the public policy problem - overcoming organisational participation
avoiding the creation of legislation that results in 'protected classes' of workers
instead developing legislation that requires firms to develop and implement diversity initiatives that result in sustainable success
not focusing on encouraging just diversity, but effective diversity
educational curricula at primary/secondary level