WEEK 8

WORKFORCE DIVERSITY
(THEME: MANAGING)
Slide 4.2

Learning Objectives
• Explore the concept of ‘workforce
diversity’ and its importance in
organisations.
• Explain individual factors which
may affect work behaviour and
performance.
• Discuss the key challenges in
managing workforce diversity.
• Evaluate management approaches
to the management of workforce
diversity.

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.3

DIVERSITY AND INCLUSION

Workforce Diversity is the ways in which people in an organisation
are different from and similar to one another

Inclusion is the degree to which an employee feels like an esteemed

member of a group in which his or her uniqueness is highly appreciated

Surface-level diversity is the easily perceived differences that may trigger

certain stereotypes but that do not necessarily reflect the ways people think
or feel.

Deep-level diversity is the perceived differences in values, personality and

work preferences that can affect the way people view organisational work
rewards, communicate, react to leaders negotiate and generally behave at
work.

Robbins, S. & Coulter, M. (2016). Management (13th ed.), Harlow, UK: Pearson Education.

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.4

From equal opportunities to managing diversity

Diversity management goes beyond what is required by

legislation designed to promote equal opportunities and
prevent discrimination. It comprises an approach which
recognises and values differences and aims to make
positive use of the unique talents and perspectives
within the workforce. The focus is on individuals rather
than minority groups.

CHARTERED MANAGEMENT INSTITUTE

Mullins (2016), p. 135

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.5

Why Is Managing Workforce Diversity Important?

Robbins, S. & Coulter, M. (2016). Management (13th ed.), Harlow, UK: Pearson Education.

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.6

How do individuals differ?

• Ethnic origin • Motivation
• Gender • Attitudes
• Early family • Personality traits and
experiences types
• Social and cultural • Intelligence and
factors abilities
• National culture • Perception

Mullins (2016), p.117

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.7

Personality
The profile of characteristics that makes one person unique from others
“BIG FIVE” PERSONALITY TRAITS:
–EXTROVERSION
•BEING OUTGOING, SOCIABLE, AND ASSERTIVE
–AGREEABLENESS
•BEING GOOD-NATURED, COOPERATIVE, AND TRUSTING
–CONSCIENTIOUSNESS (positive link with performance)
•BEING RESPONSIBLE, DEPENDABLE, AND CAREFUL
–EMOTIONAL STABILITY (positive link with performance)
•BEING RELAXED, SECURE, AND UNWORRIED
–OPENNESS
•BEING CURIOUS, RECEPTIVE TO NEW THINGS, AND OPEN TO
CHANGE

Schermerhorn (2015), p.309

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.8

Perception
• The process through which people receive,
organise and interpret information from the
environment
• People can perceive the same things or
situations differently
• People behave on the basis of their
perceptions

Schermerhorn (2015), p 306

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.9

Perceptual tendencies and distortions

Stereotypes: Occur when attributes commonly associated with a
group are assigned to an individual.

Halo effects: Occur when one attribute is used to develop an overall

impression of a person or situation.

Projection: The assignment of personal attributes to other individuals

Schermerhorn (2015), p 308

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.10

Perception
Psychological contract
• Person-job fit begins here
• A set of expectations held by an individual about what
will be given and received in the employment
relationship
• An ideal work situation is one with a fair psychological
contract : Balance of contributions and inducements
Employee value proposition
• the organisation’s intentions for creating value for
both the employee and employer sides of the
psychological contract

Schermerhorn (2015), p 306

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.11

Components in the psychological contract

Schermerhorn (2015), p 307

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.12

Types of Workplace Diversity Issues

Age
Inaccurate perceptions – sick more often, can’t work as
hard or as fast.
+ve: experience, judgement, strong work ethic,
commitment to doing quality work
-ve: not being flexible or adaptable, more resistant to
new technology
Managerial Implications:
- Redesign tasks
- Paired with a younger one

Religion
Religious beliefs can prohibit or encourage work
behaviors.
e.g. Muslim prays 5 times a day; some Christians do
not want to work on Sunday
Recognize & be aware of different religions & their
beliefs. Other employees don’t view it as “special
treatment”
Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.13

Gender
• Gender pay gap
• No consistent male-female differences exist in
problem-solving ability, analytical skills, learning
ability etc.
• Preference for work schedule – working mothers
prefer part-time work, flexible work schedule to
accommodate family responsibilities
• Are men & women equally competent as managers?
– a “good” manager is still perceived as
predominantly masculine.

Race & ethnicity

• Hiring decisions, performance evaluations, pay &
workplace discrimination
• Tend to favor colleagues of their own race in
performance evaluations, promotion decisions, &
pay raises
• Substantial racial differences in attitudes toward
affirmative action.

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.14

TYPES OF WORKPLACE DIVERSITY

Sexual Orientation & Gender
Identity
LGBT – Lesbian, gay, bisexual, & transgender people
 Can workers be fired being gay?
 Offer employees health insurance benefits for partners
 Respond to employees’ concerns while creating a safe &
productive work environment for all.

Other: Obesity / disability /

socio-economic background
etc

5-
14
Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.15

“Married persons
Challenges in Managing Diversity are more stable
than single
persons”
Stereotyping – judging a person
based on a prejudicial perception of a
group to which that person belongs. Exclusion from
job
opportunities;
overt threats or
bullying directed
Discrimination – when someone acts
at specific
out their prejudicial attitudes toward
people who are the targets of their employees;
prejudice. sexual
harassment

Glass Ceiling – the invisible barrier Lack of

that separates women and minorities mentoring;
from top management positions. gender
stereotyping

Robbins, S. & Coulter, M. (2016). Management (13th ed.), Harlow, UK: Pearson Education.

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.16
Workplace Diversity Initiatives
Top Management
Commitment to Diversity
• Make diversity & inclusion an
integral part of the
organisational culture
• Integrated into every aspect
of business – workforce,
customers, suppliers,
products, services &
communities served
• Policies & procedures must
be in place to ensure that
grievances & concerns are
addressed
Robbins, S. & Coulter, M. (2016). Management (13th ed.), Harlow, UK: Pearson Education.
Mentoring
• A process whereby an
experienced member (mentor)
provides advice & guidance to
a less experienced member
(mentee).
• Lower level diverse members
lack someone to turn to for
support or advice
• Mentor provide both career
development & social support
Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.17

Workplace Diversity Initiatives

Diversity Skills Training Employee Resource Groups

• Made aware of the • Groups made up of

assumptions & biases they employees connected by
may have; some common dimension of
• Increase sensitivity & diversity
openness to differences • Also called employee
• How to communicate & work networks or affinity groups
effectively in diverse work • Formed by employees
environment themselves, organisations
should recognize & support
these groups.

Robbins, S. & Coulter, M. (2016). Management (13th ed.), Harlow, UK: Pearson Education.

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016
Slide 4.18

Moral and business imperatives

Workers in organisations where diversity is
valued generally feel more engaged with their
employer and are more likely to stay on board.
The organisation will build a reputation as an
‘enlightened’ employer, and will be able to
attract the best people at a time when talent
is as a premium.

Mullins (2016), p. 142

Mullins, Management and Organisational Behaviour, 11e © Pearson Education Limited 2016