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Week 7 - Equality and Workplace Diversity - Coggle Diagram
Week 7 - Equality and Workplace Diversity
Workplace diversity & the Need to Manage it!
Diversity is used to describe differences between induvial such as age, race and sexual orientation. Workplace diversity refers to differences among people at work such as education status
28% of the Australian population were born overseas and there are over 300 different languages are present in Australia
The Australian population is aging
The International Labour Organisation focuses on the elimination of discrimination in respect to employment and occupation
Anti-discrimination, equal opportunity and affirmative action legislation all exist in Australia
Social Identity Theory
Stipulates that indivuals validate their social identity by favouring their ingroup (naturally dfrawn towards people who atre more similar to you), at the epxense of outgroup (ovidi extending themselfves).
A shared social identity increase perceived differences between individuals, who belong to different social categories (between in and out groups). This can create tension and therefore needs to be managed
People need to feel comfortable to interact with out groups.
Social Dilemmas of Workplace Diversity
Organisational Participation
Dependent upon how well the social dilemma relation to the individual and managerial participation are addressed
Incorrect perceptions in relation to the relationship between homogenous workers and employee turnover
Belief that diversity initiates benefit society, rather than the organisation- this belief needs to be turned over
Creates barriers for selecting highly talented candidates due to inaccurate views
Individual
Ther success of orgainstion diviersity initates are dependent upon the degree to which employees embrace/resist them
The formation of subgroups, may result in restricting the movement of information - ensure their is free-flowing information
Due to exclusion, employees may form further informal subgroups resulting in competition between the subgroups
Managerial Participation
This can be a consequence of the dilemma of individual participation
Managers are likely to recruit induvial they perceive to be similar to them - social category
Those who doesn't suit the model often leave resulting in a homogenous workforce, thus depriving the workforces of the benefits associated with diversity
Can result in power battles
Solutions for Social Dilemmas
The management problem needs to focus on overcoming indiivudal and mangerial particpation issues
Aligning individual interest with organisation diversity initiatives through restructuring incentives
Assisting individuals in realising their self-interest can be facilities by embracing organization diversity
Develop measurable objectives for diversity
Keep group sizes small - aprox 8
Creating an environment that encourages communication between diverse employees
Measuring managerial performance from a long-term perspective because the benefits to diversity can be seen more clearly long-term
The public policy problem focuses on overcoming organisational participation
Avoid creating legislation the results in protected classes on workers instead, develop legislation that requires firms to implement diversity initiatives that result in sustainable success
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 managerial positions on company boards are held by women
Changing societal norms around the role of women and eradicating gender bias
Introducing pay-parental leave
A more representative blend of women and men in senior roles makes good business sense