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Week 7 - Diversity (LO2: Social Identity Theory (In-groups (Self…
Week 7 - Diversity
LO2: Social Identity Theory
In-groups
Facilitate effective communication, greater trust
Self categorised by:
Age
Gender
Race
Proffesional/departmental afiliations
Provide means for individuals to categorise themselves
Issues
In-groups v Out-groups
Similar social identity- 'increases perceived differences' (Schneider, Northcraft)
Effective communication is stunted
Group membership taken as substitute for productivity
Discrimination against out groups--> Favoritism results from stereotypes and prejudice to racism and sexism
Out-groups
LO3: Social dilemmas of
workplace diversity
Managerial participation
Managers likely to recruit individuals they perceive to be similar to them
A consequence of the dilemma of
individual participation
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
Individual participation
Depends on if employees embrace or reject
Sub groups reject can restrict the flow of info
Employees can form sub groups that compete
Organisational participation
Depend on the wellness of social dilemma in relation to managerial and individual
Focus on short-term costs and not long term benefits
Incorrect perceptions: homogenous and turnover employees
ill-informed and short-sighted view: barricade of selecting educated candidates
benefit society not organisation
LO1: The need to manage diversity
Diversity is the differences among individuals
Age
Ethnicity
Race
Gender
Personality
Ability level
Religious beliefs
Education
Experience
Necessity in Australia
One of 4 core labour standards of International Labour Organisation
Anti-discrimination, equal opportunity, and affirmative action legislation in Australia
Next 50 years 1/4 will be older than 65
Increasing diversity of consumers due to globalisation
Indigenous consists of 2.4%
Embracing LGBT
Duel-earner household
Woman in workforce
28% Born outside
50% of growth
Asian born increasing
Overseas have higher percentage of youth
LO4：Solutions for social
dilemmas
public policy problem
Educational primary/secondary level
‘effective’ diversity
developing legislation
Avoiding the creation of legislation
management problem
individual
attempting to align individual interests with organisation initiatives
work environment that encourages communication
managerial
Measurable objectives for diversity
LO5: The glass ceiling
overcoming the glass ceiling
introducing of paid-parental leave schemes, especially for men that goes beyond 'one week
limits the advancement of women and other minority groups to senior managerial positions.
introducing gender quotas for company boards
eliminate the gender bias impact on women
realsing that a more representative blend of women and men in senior roles just makes god business sense
both men and women bring differing views and ideas to the business
teaches them how to work with different kinds of people in the business environment
eliminate the stereotype that men cannot stay at home without working
What is glass ceiling?
Limits the advancement of women and ther minority groups to senior management positions
25% of the key managerial positions are held by women in Australia