MGT research proposal
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mgt_307_diversity_md_bb.pptxUpdates
BB Discussion Board – please contribute
Case 1 Due 9/2
Research Proposal (September activities):
Select topic
Interesting Q for Problem Statement (read, interview people, etc.)
Read articles for Literature Review (Google Scholar)
Hot Topics for MGT 307
Diverse Workplaces
Employee Health and Wellness
Employee Engagement
Work-Life Balance
Social Media at Work
Diverse Workplaces
Relevant Concepts from MGT 304
Individual Differences (values, personality, etc..)
Perception
Impression management
Attributions
Attitudes
Definition, 3 components (A,B,C)
So What Exactly is Diversity?
The multitude of individual differences and similarities that exist among people
Consists of many dimensions
Not synonymous with differences
Includes the collective mixture
Applies to us all
How are people diverse?
The Four Layers of Diversity
Personality
Internal Dimensions*
External Dimensions*
Organizational Dimensions
Functional Level/ Classification
Geographic Location
Age
Work Location
Seniority
Division/ Dept./ Unit/ Group
Work Content/ Field
Union Affiliation
Mgmt. Status
Marital Status
Parental Status
Appearance
Educational Background
Work Experience
Race
Income
Personal Habits
Religion
Recreational Habits
Ethnicity
Physical Ability
Sexual Orientation
Gender
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Describe your ideal manager – what type of person would you like to work under when you graduate from UM? Consider all internal and external dimensions.
The Four Layers of Diversity
Personality
Internal Dimensions*
External Dimensions*
Organizational Dimensions
Functional Level/ Classification
Geographic Location
Age
Work Location
Seniority
Division/ Dept./ Unit/ Group
Work Content/ Field
Union Affiliation
Mgmt. Status
Marital Status
Parental Status
Appearance
Educational Background
Work Experience
Race
Income
Personal Habits
Religion
Recreational Habits
Ethnicity
Physical Ability
Sexual Orientation
Gender
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Implicit Bias
IAT Tests @ Harvard University
https:// implicit.harvard.edu/implicit/selectatest.html
Automatic Preferences for…..
Putting it all together you get:
Stereotypes (the perception) and prejudice (the attitude) prevent individuals who would be capable, committed workers from being hired (access discrimination), and/or enjoying the same benefits of employment (treatment discrimination).
And as if that’s not enough …
Incorrect or negative perception or evaluation
Incorrect or negative behavior toward the person
Negative behavior (often) from the person (toward you)
Which reinforces the original idea
Sample Applications in Organizations
Employment Interview
Perceptual biases of raters affect the accuracy of interviewers’ judgments of applicants.
Performance Expectations
Self-fulfilling prophecy (pygmalion effect): The lower or higher performance of employees reflects preconceived expectations about employee capabilities.
Performance Evaluations
Appraisals are often the subjective (judgmental) perceptions of appraisers of another employee’s job performance.
Ethnic Profiling
A form of stereotyping in which a group of individuals is singled out—typically on the basis of race or ethnicity—for intensive inquiry, scrutinizing, or investigation.
Think about it …
Characteristics of minority or non-dominant groups often include identifiability, differential power, discrimination, and group awareness.
And furthermore…
Minority, or nondominant, groups are not necessarily fewer in number than majority, or dominant, groups.
Q: Who is the dominant group in workplaces?
Moving on from Affirmative Action …
Adult, white males no longer make up the business mainstream
U.S. businesses have become more adaptable and are seeking all talent
Protected groups are largely able to gain entry
U.S. businesses are composed of more progressive people, many from protected groups themselves
Recruitment efforts rarely generate exclusively white males
… and Toward Affirming and Managing Diversity
‘Involves enabling every employee to perform to potential – getting everything we have a right to expect, and everything they have to give.’
“The goal is to get from a diverse work force the same productivity you once got from a homogeneous work force, and to do it without artificial programs, standards – or barriers.”
Effects of Diverse Work Environments
Social Categorization Theory
We categorize others and self into groups based on similarities and differences
Results in an in-group and an out-group
Similarity effect
Think about it: People tend to attribute positive characteristics to members of their in-groups, and negative characteristics to members of groups to which they do not belong.
And furthermore: In-group favoritism and out-group bias disadvantage nondominant groups and impede diversity.
1. Social Categorization Theory: So the difficulties might be …
Dysfunctional communication processes between different group members
Harassment
Perceptions that nontraditional workers are unqualified
Lowered attachment, commitment,
and satisfaction
Discrimination
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1. Social Categorization Theory: Which affects …
Recruitment, screening, compensation
Tracking and job segregation
Promotion practices
Layoff, discharge, and seniority practices
Career alternatives
Trust, motivation, productivity
Effects of Diverse Work Environments
2. Information/Decision-Making Theory
More diverse group provides broader resource pool, thus is more beneficial
Improves problem-solving, enhances creativity, and increases network
2. Information/Decision-Making Theory: Myriad benefits of Diversity
Organizational
Costs avoided
Resource acquisition
Marketing
Creativity
Recruiting
Problem solving
System flexibility
Cooperative behaviors
Stock prices
Organizational performance
Reductions of lost business
Individual
Intellectual engagement
Perspective taking
Support for diversity initiatives
Interest in poverty
Tolerance for sexual minorities
Perceiving common values with those from different racial/ethnic backgrounds
Reconciling these Approaches
A Process Model of Diversity
Dimensions of Diversity
Surface level
age
gender
physical ability
ethnicity
race
Deep level
value
attitudes
beliefs
personality
Interpersonal Processes and Group Dynamics
Task-Relevant Processes and Decision-Making
Outcomes
Work attitudes
Work behavior
Performance
-(A)
+(B)
+(C)
+(D)
Valuing vs Managing Diversity (The “C” and “D” Part of the Model)
Valuing diversity …
… emphasizes awareness, recognition, understanding, and appreciation of human differences.
“We are different, and therein lies
our strength.”
Valuing vs Managing Diversity (The “C” and “D” Part of the Model)
Managing diversity: operationalizes these values
Education:
helps traditional managers overcome prejudice
Prepares non-traditional managers for increasingly responsible posts
Participating in diversity training that provides for self-evaluation and group discussions.
Exploring print and visual media that recount and portray diversity issues.
Networks, support groups, mentoring
Enforcement
Makes accomplishing diversity goals part of a requirement
Is it in performance evaluations
Administrative procedures aimed at integrating diverse employees
Exposure:
Replace prejudicial information with positive information
Volunteer work in community and social service centers with individuals of diverse backgrounds.
Barriers and Challenges to Managing Diversity
Inaccurate stereotypes and prejudice
Ethnocentrism
Poor career planning
Unsupportive and hostile work environment
Lack of political savvy by diverse workers
Balancing career and family issues
Fears of reverse discrimination
Diversity not seen as a priority
Outdated performance appraisal and reward systems
Resistance to change
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Think about it …
Categorization and stereotyping are often unconscious processes, but the propensity to automatically stereotype can be reduced through deliberate measures.
2016 HBR Which Diversity Efforts FAIL?
Mandatory training
needs to be voluntary
Testing
unless testing everyone equally
Grievance systems
leads to retaliation
2016 HBR Which Diversity Efforts SUCCEED?
Voluntary training
Self-managed teams
Cross-training
College recruitment targeting women/minorities
Creates “diversity champions”!
Mentoring
Diversity task forces & Diversity managers
Social accountability
Show me results!
Optional Homework
Ted Talk
The danger of a single story - Chimamanda Ngozi Adichie, Novelist -http://www.ted.com/talks/chimamanda_adichie_the_danger_of_a_single_story?language=en
Further Readings
Frank Dobbin & Alexandra Kalev. Why Diversity Programs Fail - And What Works Better (Harvard Business Review, July-August 2016)
Examples of scholarly articles:
Johnson, S. K., Podratz, K. E., Dipboye, R. L., & Gibbons, E. (2010). Physical attractiveness biases in ratings of employment suitability: Tracking down the “beauty is beastly” effect. The Journal of Social Psychology,150(3), 301-318.
Elsesser, K. M., & Lever, J. (2011). Does gender bias against female leaders persist? Quantitative and qualitative data from a large-scale survey. Human Relations, 64(12), 1555-1578.
Nowrouzi, B., McDougall, A., Gohar, B., Nowrouz-Kia, B., Casole, J., & Ali, F. (2015). Weight bias in the workplace: A literature review. Occupational Medicine & Health Affairs.
Koch, A. J., D’Mello, S. D., & Sackett, P. R. (2015). A meta-analysis of gender stereotypes and bias in experimental simulations of employment decision making. Journal of Applied Psychology, 100(1), 128.
Coming Up Next
Cultural Diversity & Global Mindset
Gender Diversity & Sexual Orientation Diversity
Age Diversity
Value Diversity
Personality Diversity
