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Managing for Inclusion: Equality and Workplace Diversity: Week 7 (LO3:…
Managing for Inclusion: Equality and Workplace Diversity: Week 7
LO1: Workplace diversity & the need to manage it
Why is it necessary
One of 4 core labour standards of the International Labour Organisation (ILO) – Elimination of discrimination in respect of employment and occupation
Anti-discrimination, equal opportunity, and affirmative action legislation in Australia
Increasing diversity of consumers due to globalisation
More than managing cultural diversity, a necessary
precondition for continuous innovation
Changing composition of the labour market – attracting the right kind of talent and retaining such talent
Not about merely meeting ‘legal’ or ‘moral’ obligations, but embedding the process in business strategy development
What is diversity
Age, race, ethnicity, gender, physical characteristics (height, weight etc.), mental and physical ability, personality, sexual orientation etc.
Workplace diversity therefore refers to differences among people at work
In addition to the above differences, workforce diversity also encompass differences among workers in:
Religious beliefs, educational attainment, experience, family status, parental status, pregnancy etc.
LO2: Social identity theory
Social identity theory stipulates that individuals validate their social identity by favouring their ‘in- group’ at the expense of ‘out-groups’
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)
The success of organisational diversity initiatives is dependent upon mitigating these perceived differences
LO3: Social dilemmas of workplace 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
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’
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
LO4: Solutions for social dilemmas
The management problem - overcoming individual & managerial participation
Aligning individual interest with organisational diversity initiatives by restructuring incentives
Assisting individuals in realising that their self interest can be facilitated by embracing organisational diversity initiatives
Developing measurable objectives for diversity
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 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 forms 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
LO5: 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
However, in 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
Eliminating the stigmatisation 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