Please enable JavaScript.
Coggle requires JavaScript to display documents.
WEEK 7: Managing for inclusion: equality and workplace diversity (the…
WEEK 7: Managing for inclusion: equality and workplace diversity
the glass ceiling
the glass ceiling is a phenomenon that limits women and prevents them from advancing to higher positions in the workplace hierarchy.
ways to help solve the issue of the glass ceiling:
eradicate gender bias and social expectations placed upon women
destigmatise men staying home for family reasons
introduce paid parental leave schemes, including for men
introducing gender quotas for company boards
multi-gendered businesses make more business sense
Women in Business - The Glass Ceiling
Workplace diversity & the need to manage it
Is it necessary to manage diversity?
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
Increasing diversity of consumers due to globalisation
Anti-discrimination, equal opportunity, and affirmative action legislation in Australia
One of 4 core labour standards of the International Labour Organisation (ILO) -
Elimination of discrimination in respect of employment and occupation
Australian Population
Overseas-born population from Asia and Africa have proportionally larger young (0-14 years) and working age (15-64 years) populations compared to those from Europe
Indigenous Australians comprise of approximately 2.4% of the population
Those born in Europe are declining while those born in Asia and Africa are increasing
Over the next 50 years, approximately 1/4 Australians will be 65 years or older
Overseas-born residents contribute to >50% of population growth - over 300 languages
Increasing labour force participation of women
28% born overseas, #3 highest in the world
Increase in dual-earner households with dependent children, single-parent households, and the 'sandwich generation'
Embracing the LGBT community
What is diversity?
Term used to describe differences among individuals
Workplace diversity also encompasses differences among workers in: religious beliefs, educational attainment, experience, family status, parental status, pregnancy etc.
Workplace diversity therefore refers to differences among people at work
Age, race, ethnicity, gender, physical characteristics (height, weight etc), mental and physical ability, personality, sexual orientation etc.
Social Identity theory
the social identity theory stipulates that individuals validate their social identity by favouring their in-groups at expense of their out-groups
easier to communicate with others from their in-group as they are more trustworthy and likely to reciprocate favours
a shared social identity increases perceived differences between in and out groups
Solutions for social dilemmas
management problem
Public policy problem
Focus on effective diversity
Educational curriculum at primary/secondary level
Social dilemmas of workplace diversity
Managerial Participation
-Managers are 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 homogeneous workforce.
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 homegenous workers and employee turnover.
-Belief that diversity initiatives benefit society not organisations implementing them, organisations bear the cost and accrue little benefit
-Focus on short-term costs and not long-term costs.
Individual Participation
-Success of organisation 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.
http://monash.online.clickview.com.au.ezproxy.lib.monash.edu.au/libraries/videos/3715670
Overcoming individual and managerial participation
facilitates communication between diverse employees
– Developing superordinate goals which can only be achieved through cooperation amongst diverse members
cooperation amongst diverse members
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 statement
