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Management for Inclusion (Social Identity Theory (Stipulates that…
Management for Inclusion
Social Identity Theory
Stipulates that individuals validate their social identity by favouring their 'individual groups at the expense of 'out-groups'.
Perception 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.
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.
Social dilemmas of workplace diversity
Managerial Participation;
Organisational Participation;
Individual Participation;
The Glass Ceiling and Diversity
Workplace diversity
Common differences: Age, race, ethnicity, gender, physical characteristics (height, weight etc.), mental and physical ability, personality, sexual orientation
also incorporates family and religion differences
28% born overseas, overseas born residents cater for 50% of population increase.Asian an African students have a lot more working age citizens than Europe, indigenous Aussies cater for just under 3% of Australia's population
elimination of discrimination in respect of employment and occupation.
Solutions for Social Dilemmas
The management problem: overcoming individual and managerial participation.
The public policy problem: overcoming organisational participation
A phenomenon that limits the advancement of women and other minority groups to senior managerial positions.
Overcoming the glass ceiling
Only 25% of key management positions on company boards are held by women in Australia
However in the public service, 40% of all senior executive positions on company boards are filled by women
Eastern European and Scandinavian nations lead the way in abolishing the glass ceiling
The success of workplace diversity is primarily due to how much the individual employee embraces/resists initiatives
Sub groups can develop, resisting the flow information. Furthermore, due to exclusion more subgroups can develop leading to a "subgroup competition"
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 just 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
Managers are often likely to recruit they feel are more like them. Pushing those who do not "fit in" to leave, thus creating a homogenous workplace.
Individuals can seek out managers that are similar to them
often can result in power battles
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 form a long-term perspective
Embedding the value of diversity to mission, vision statements
Dependent upon how well the social dilemmas relating to individual and managerial participation are addressed.
Belief that diversity initiatives benefit society not organisations implementing them, organisations bear the costs and accrue little benefit
Incorrect perceptions in relation to the relationship between homogenous workers and employee turnover
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
