Please enable JavaScript.
Coggle requires JavaScript to display documents.
Learning Objective 3: Social dilemmas of work place diversity (Managerial…
Learning Objective 3: Social dilemmas of work place diversity
Individual participation
• The success of organisational diversity initiatives is dependent 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
Real Life example: Formation of subgroups; same culture, gender, values etc... feel comfortable and easy to work with. Also known as "In groups"
Managerial participation
A consequence of the dilemma of individual participation
Managers likely to recruit individuals they perceive to be similar to them (i.e. their social
category)
Individuals may also seek out managers that are similar to them
Those that do not ‘fit in’ often leave resulting in a homogenous workforce
Can result in ‘power battles’
Real Life Example: Having biases/preferences for different subgroups
Organisational participation
• Dependent 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
Real life Example: Whether diversity programs, initiatives and aims are effective and achieved within an organisation, measured by the amount of social dilemmas in the workplace