Diversity & Inclusion Flashcards

Question

What did the study about exploring the relationship between stereotype threat and technology use among older adults show? And what are the recommendations?

Answer 1

--> both models were confirmed by results - The experience of stereotype threat was indirectly associated with less frequent technology use in this age group - Stereotype threat was associated with lower expectations about how easily one will use technology - Performance expectations mediate stereotype threat effects on task performance - Stereotype threat raises anxiety levels among older adults - Anxiety was then related to decreased perceptions about the ease of using technology - Stereotype threat was negatively and indirectly associated with perceived usefulness and technology use intention and behavior Recommendations - Interventions aiming to promote technology acceptance and usage by older adults should prioritize perceived ease of use Reduce stereotype threat effects on task performance through: - Exposure to ingroup role models who are successful in the stereotyped domain - Informing members of stereotyped groups about the effects of stereotype threat - Positive intergenerational contact, either experienced or imagined

Answer 2

Mariano et al

Answer 3

- tendency to explain a person's behaviour by referring to persons Charakter by referring to their character or their characteristics rather than any situational factor. - leads us to overestimate the weight of someone’s internal factors, and underestimate the influence of their situations/circumstances.

Answer 4

- common, every verbal, behavioral or environmental slights that communicate hostile, derogatory, or negative attitudes toward marginalized groups - intentional or unintentional - eye contact, ableist language Abalist language: “SUFFER from querschnittsgelähmung” , “FELL pregnant”

Answer 5

Situation - e.g. how stressed you are in a day The Perceiver - how much have you been in contact and in which context - relation ship to the group: working with group, being client of the group ... The Target

Answer 6

When we unknowingly make assumptions about someone based on a single trait E.g.: Assuming someone who speaks slowly is also witted. Assuming all females a re high in sensitivity

Answer 7

Stereotyping: judging someone on the basis of one’s perception of the group to which that person belongs Prejudice: an unfounded dislike of a person/group based on their membership to a specific stereotyped group - more regarding attitude toward something/someone and dislike them because of that. We all hold implicit stereotypes and sometimes prejudices and are unaware of that We unconsciously make judgements (positively or negatively) of others based on limited information. Short cuts as individuating everyone is not practical --> how brain works

Answer 8

Implicit Association Test

Answer 9

Colour of cards : black pik und kreuz, red heart and diamonds Color of people

Answer 10

* Connectors let us simplify things: red - diamonds&hearts black: pik and Kreuz * Can be translated to test other concepts/categories: black vs white, heterosexuality vs not hetero etc. * Measures the strength of associations between attributes (like good and bad) and groups. * Brief IAT * Gives measure about what is going on in mind what we can not see How can it be improved: * just a scratch of what we can find out, very rough measure —> need to improve, hope for improvements of tinstruments to measure Criticism good: measures explicit and implicit attitudes/biases neg: sensitive to social context in which you are in Anthony Greenwald ?

Answer 11

o Abusive supervision: a subordinate’s perceptions of the extent to which supervisor engages in “the sustained display of hostile(feindlich) verbal and nonverbal behaviors, excluding physical contact towards him/her over time. - Differs from workplace aggression / bullying as there is an attempt to harm o Individuation: managers who pay more individual attention to followers, focus on followers’ unique motivations, and see followers as a whole person rather than as a member of a group (part of transformational leadership) CHECKS: does implicit bias translate into behaviour ? - in mixed-race dyads, a manager’s implicit racial bias associated with racial microaggressions? --> subsequently, subordinates’ perceptions of the degree to which that manager is an abusive supervisor. - individualized consideration lessens the effect ? RESULT i. Positive relationship between manager implicit racial bias & abusive supervision through micro aggressions (for mixed race dyads, not same race dyads) ii. Relationship is lessened by individualized consideration–a moderator of the mediated effect of manager racial microaggressions on bias and abuse. Employees experience the most racial microaggressions when managers hive higher racial bias and are low on individualized consideration. SOLVE? 1. If you act against your implicit biases, you can change behaviour a. One way: transformational leadership --> which includes individualized consideration!! YOU CAN WORK ON BIAS

Answer 12

PHYSICAL APPEARANCE Weight: negative evaluation Height: positive evaluation Physical attractiveness: positive evaluation (but subjective) SEXUAL ORIENTATION Homosexuality: less likely to be hired Gay & Earnings: gay approximately same earnings lesbians Earnings: increase in earnings transgender men& earnings: increase in earnings transgender woman & earnings: decrease PARENTHOOD Working mothers: less effective parents when working in male dominated fields Working fathers: shared equal parenting responsibilities: less commited, fireable, competent, but FATHER PREMIUM (enoch aufm job and nice with children, not applied to women) Non traditional parenting dynamics: men and women express dislike RACE Black biases: resumes with white sounding names 30% more call-backs (racist or similarity-attraction hypothesis Arab biases: resumes Arabian sounding names 50% less call-backs Asian biases: less likely to be promoted in higher positions, good for lower positions

Answer 13

- socio demographic - prefernces and perspectives OR apparent or mostly visible, such as race, ethnicity, gender, age, physical ability, not be so obvious, maybe invisible as sexual orientation, gender, identity, religion, mental illness

Answer 14

Stereotype: Judging someone on the basis of perception of the group to which person belongs Prejudice: affect/emotion that arises due to specific attribute/group, dislike Discrimination: Discrimination refers to the unequal treatment of individuals or groups of individuals

Answer 15

- Everyone uses but not everyone gets stereotyped - typically those who belong to "default" group of societies get less stereotyped - Often stereotypes are self- applied --> stereotype threat, self fulfilling prophecy

Answer 16

You like what is similar to you

Answer 17

Whites paired with whites: less questions and more likely to ask about race Whites paired with blacks: need more questions and less likely to ask about race When others open up conversation about race 92% also ask about race When others do not ask about race 26% ask On Avg. Black observers rate people less prejudiced when asking about race White Observers rate people that ask about race as more prejudiced --> Elephant in the room, Ignoring systematic differences

Answer 18

Mahzarin R. Banaji

Answer 19

We have to have short-cuts to simplify complex world —> Implicit biases * Thumbprint of culture on our brains Can you change them? * mandatory training does not workd (no effect or reverse effect) * But if you do volunatry and make it interesting and smart then effect maybe - people need to be open to change * We know that changes happen when individuals and organizations work together: we need to have understanding that we have biases and we need to adapt processes * need to hold two groups of people responsible: senior people in organization (what do they change in processes:recruiting, promotion, dealing with clients, run team) & Indiviual has to step up and do their part everyday * often focus on presence of diversity but it is more about inclusion because after hiring mmight leave again if environment is not good/incluion not good * Starbucks signal with day something good but it is more to make people giv eup their prevelige

Answer 20

ANLASS Racial minorities still have far fewer career opportunities than Whites, women earn only 78 cents for each dollar earned by men, in addition, religion, LGBT individuals and age are critical and factors in hiring and promotions within many organizations DISCRMINATION - Discrimination refers to the unequal treatment of individuals or groups of individuals - Discrimination can also result in some groups being treated in favour (not that often) - Discrimination can accure at varying levels, including interpersonal, institutional, and cultural Focus of chapter is subtle discrimination in workplace - Subtle discrimination is less obvious, even unintentional, examine at interpersonal level FUNDAMENTAL CONCEPTS: Stereotype and Prejudice - Stereotypes: beliefs about traits, attributes, and characteristics ascribed to various social groups; makes information processing simpler - Stereotype content may include some accurate assumptions and justifications - Stereotypes can arise based on conflict, differing levels of power, distinct social roles or as a way justifying social hierarchies Stereotypes -> cognitive component prejudice -> affective component - Prejudice: marked by emotion that is aroused when interacting with people of distinct social groups - Prejudice is the perception of threat; type of threats that can elicit prejudice include threats to value resources, to self-preservation, and to personal value systems - content of stereotypes has changed over time, becoming more favourable towards racial and ethnic minorities , also gender roles and LGBT less stereotypes - stereotype can be captured by two dimensions: warmth (determined by intergroup competition) and competence (predicted by status)

Answer 21

- Subtle discrimination is less obvious, even unintentional, examine at interpersonal level

Answer 22

Discrimination can accure at varying levels, including interpersonal, institutional, and cultural

Answer 23

* “walking a mile in another’s shoes” * Listening, writing exercises, virtual reality software * Diversity training is helpful to race-based perspective training, but more impactful is the experience of having friends of another race (Davies, Tropp, Aron, Pettigrew, & Wright, 2011). Negative Affect, deep acting, and customer compensation as responses to customer mistreatment: The effect of customer-based perspective-taking - customer perspective taking led to less affect and subsequently more customer compensation and more deep acting through serial mediation effects - understanding how employees shift the focus away from their own emotions, towards why a customer is being rude or difficult, influences deep acting and customer compensation via reduced negative affect

Answer 24

experience of having friends of another race

Answer 25

Blind auditions Orchestras in the 1980s had approximately only 10% female musicians. By 1997, females represented well over 25%. Bias Interrupters

Answer 26

Individual & relational Level OR Organization & Group Level

Answer 27

Boards need at least 3 women to make difference Because seen as representative of other group and not for their skills and not as an individual applier

Answer 28

- Trust-destroying events more salient than trust building/ cooperative events (Kramer, 1999). Negative news sells better. - Social identity theory (benefits of group identity threatened when not in the group)

Answer 29

The dark side – “diversity creates conflict” o Miscommunication (language, facial expressions) o Value incongruence (Inkongruenz = Übereinstimmung) i.e. some countries recognition might be more important than money o Implicit bias o Poor expatriate (Auslandsgesandter) adjustment / leadership i.e. someone moving from the US to a foreign country and leading / managing as before o Barriers to performance: cultural friction, cultural incompatibility, cultural clash

Answer 30

o Creativity - Differences in experiences, mental models, models of perception, information processing, and approaches to problems - Better connections through broader perspectives / information - Less groupthink (pre meeting elaboration -Loyd et al. 2013) o. Satisfaction through personal growth / variety / learning (less the business case, more personal satisfaction of employees in organizations yet related to operational effectiveness e.g. turnover) - In general satisfaction not positively related to diversity (but to multicultural diversity) o Communication effectiveness - Deep-level diversity promotes trust & deep-level communication, which is more effective (than monoculture team communication) and may lead to better ideas / results · Deep level diversity: knowing and understanding how we are different (values, attitudes, knowledge) o Further multicultural diversity may improve ability to learn, organizational integration (through connections between units / countries),

Answer 31

- Left-leaning political views - Higher levels of education - Youth - Higher incomes

Answer 32

· A supported downside of social category diversity is decreased relationship focus (i.e., one’s focus on establishing a positive social bond with a coworker). · Argued that lack of relationship focus serves as a central mechanism that improves information processing even prior to interaction and, ultimately, decision-making performance in diverse settings. · Introduction of the construct of premeeting elaboration (i.e., the extent to which individuals consider their own and others’ perspectives in the anticipation of an interaction) and exploration of its link with social category diversity and relationship focus. CONCLUSION · work presented provides insight into why environments with social category diversity are characterized by greater premeeting elaboration than those with social category homogeneity in the presence of disagreement. · findings suggest that in decision-making situations, rather than lamenting the relatively lower levels of interpersonal attraction in diverse groups compared with homogeneous groups, we may want to lament the higher levels of interpersonal attraction in homogeneous groups for their detri- mental impact on cognition and performance

Answer 33

- Teams with greater than 50% abstract thinkers experience smaller profit loss than teams with less than 50% abstract members Overall: - Diversity at various levels is related to performance - Diversity has a firm-level impact, and specifically on a firms bottom line - Diversity impact is through its influence on work group functioning - Effects of diversity on firm performance are dependent upon features of the context on which it resides Capabilities Model of Diversity and Firm Performance: - Dependent on market access, R&D, knowledge management, efficiency, alliancing, strategic flexibility, and organizational effectiveness Board diversity: - Board diversity is related to the firm performance - Gender, in both the presence and relative proportion of women on board of directors, is positively related to firm performance - Positive relationship between racial diversity and firm performance - Certain amount of age or tenure diversity on boards of directors is benefical to firm performance TMT diversity: - Diversity is positively related to firm performance - Diversity includes also functional background, age, tenure, and education diversity - Direct relationships with TMT age and occupational diversity but negative impact of educational and career experience on firm performance  not as straightforward but might be driven by internal contingencies Managerial diversity: - Relationship between manager gender diversity and productivity to interact with firms risk posture, such that average levels of diversity are associated with higher performance than are low and high levels of diversity in high-risk-taking firms, suggesting that the effect of diversity among managers may be conditioned on a firms strategic and cultural orientation Employee diversity: - Effects of employee gender and racial diversity is stronger under supportive diversity climate conditions and for the performance effects of age diversity to operate through discrimination climate perceptions and collective affective commitment

Answer 34

Recommendation to that scholars stop the pursuit of the business case for women's leaders - at least as it is most often tested and theorized. --> Apply updated research approach to complex phenomenon. Broaden the conceptualization of value and surface mechanisms through which women's leadership can shape organizations. Research questions: o (1) What is the relationship between women’s leadership and organizational financial performance? o (2) Under what conditions is women’s leadership positively related to organizational financial performance? o Results suggest women’s leadership may affect firm performance in general and sales performance in particular . o Women’s leadership—overall and, specifically, the presence of a female CEO—is more likely to positively relate to firms’ financial performance in more gender egalitarian cultures.

Answer 35

- Business case more diverse companies create better results for shareholders o isn’t working Europe / North America far away from achieving Gender / Racial equality - Corporate leaders would be better served if they stopped trying to justify diversity with profit margins and stock charts—a mentality that can ultimately hurt the very groups these policies are meant to help —and instead embrace diversity because it is the right thing to do. o Why isn’t it working? - False promises of the diversity case (e.g. GDP growth), unclear where its supposed to come from, e.g. women should neither improve / decrease board performance -> diversity alone doesn’t help, inclusion may does which however requires serious transformation - Transformational action through moral and legal action and not based on economic logic (undermines moral arguments “doing the right thing” and only results in incremental change) - Hurting the people its supposed to help (reduced sense of belonging, feeling of devaluation, lower performance, legitimizing the status quo/verschieben responsibility onto D&I directors etc)

Answer 36

Workplace Challenges for Immigrants * Discrimination (ethnicity, religion, language, speech patterns) - “Thin-slicing” – Research has shown that a 60-second social interaction between two strangers is enough to lead perceivers to accurately infer parental income and education. * Employers who are unfamiliar with international work experience and credentials (Ausbildung wird nicht anerkannt etc) * Navigating complex trade and professional bodies

Answer 37

- Aging populations need workers, particularly those to help economies go greener and go digital. “2 million college-educated, work-authorized immigrants and refugees in the US with expertise in critical industries, but systemic barriers prevent them from being able to put their experience and expertise to work in the U.S.” * Discriminatory hiring processes limit hiring into good jobs. “Highly qualified immigrants and refugees are often overlooked for roles because of hard-to-pronounce names, unfamiliar credentials, or having periods of displacement or unemployment on their resumes.” * Exploitation of refugees & undocumented persons is common. “Between two and three million third-country nationals (TCNs) settle annually in the EU to work or study while up to 200,000 people arrive in the 27-country bloc illegally.” euronews.com

Answer 38

Cross-country licensing/certification bureaus Third-country work visas prior to immigration and long-term residents certified for work in resident country. Private-public partnerships for recruiting and hiring

Answer 39

Ms. Williams’ 2 desires: 1. Offered institutional support. 2. “To hear that I’m not crazy to suspect, at times, that there’s a connection between negative treatment and bias.” Problem: o Discrimination based on (unconscious) biases o Solution suggested by companies – people analytics i.e. decisions with data driven practices --> Companies also apply it to challenges of underrepresented groups at work - Issue: Sample size small, “if only there were more of you, we could tell you why there are so few” o Statistics / algorithms don’t capture what it feels like to be the only black or Hispanic team member), people might not even be willing to talk o Aggregated numbers don’t reflect heterogeneity Solutions o Supplementing the small n - Look at industry data - Ableiten lessons from other companies analyses e.g. internalized stereotypes having a negative effect on minority groups self-assessments (red ventures as a result trained its minority groups in their self-assessment) o Therefore Getting Personal - Managers must also take a closer look at the individuals from underrepresented groups who work for them, those who barely register on the analytics radar - Talk to them, Collect qualitative data as well “spider sense – knowing there is something” o Call to action/ Recommendations - People Analytics is not enough 1. New approach needed that also works for small data sets - Challenge traditional minimum of confident n (no need to prove anything statistically significant) - we know bias exist, combine with what hear in company --> qualitative analysis - Analysts should provide confidence intervals – just tell how much can we trust data 2. Companies need to be more consistent and comprehensive in their qualitative analysis - create process more objective performance evaluations --> HR should use qualitative and quantitative data approaches to capture complex biases e.g. quantitative what?, qualitative why / how? Or. First qualitative observation then look at numbers · Use cross-functional teams for that

Answer 40

- Digital Media COmpany US - Latino CEO, 40% PoC Problem in Performance Self-assesment - Black & Latino rated themselves 30% lower than manager assessment - Whites self-rate 10% higher What could be going on? - Diversity numbers are there but not inclusion --> - Microagressions give them the impression that they are not too good - Minorities feel like have to be twice as good -> therefore not so good in comaprison - Stereotype threat - Racial Isolation What did they do? 1. Teach people how to do self-assessments * Don’t rely on word-of-mouth or assumptions that people know how * Make self-assessment based on clear, dimensional criteria where people enter evidence 2. Continue to run the numbers on performance evaluation differences. 3. Add qualitative inquiry. But ...Latinos "often do not say what they think" also not in focus groups

Answer 41

Leader-member-exchange (LMX: Individual relationships between boss and supervisor, colleague might be very different to that leader. Every Relationship is different. Relationship says a lot about in and outgroup. Good relationship with leader you are ingroup, do not have to proove myself. But when Iam different and I am outgroup then boss leads me by the rules, I need to proove myself. Maybe racial isolation

Answer 42

Walgreen’s – US pharmacy/drugstore with 9,000 locations Randy Lewis, Senior VP Supply Chain & Logistics. Chicago Ideas Week. - “We are a business, not a charity.” - needed employees for new automation supply centers, same positions and work but for people with disabilities - listening to how individuals work meant nation-wide rollout of new processes - fear of changing the status quo was the greatest barrier to the project

Answer 43

Gender Pay Gap Unadjusted measure Overall picture of the differences in pay between men and women. Broader than the concept of “equal pay for equal work or work of equal value.” Partial explanation for GPG: 1. sectoral gender differences - concentration of one sex in certain economic activities that may be high- or low- paying. Women --> education and health („care“) sectors men Men --> finance and IT („quant“) sectors. 2. occupational gender segregation - concentration of sexes in seperate jobs and roles. men--> more likely to be promoted to supervisor positions than women due to discrimination or self-choice. An example is the „glass sealing“ (barrier exist for women or poc which is prohibiding them to go to the next lever) „Glass elevator“: When man in Kindergarde eg —> Vorbild also hoch die Kariereleiter , for non typical gender jobs

Answer 44

Thought would eliminate GPG due to ultimate flexibility to set working hours and the used algorithm which should be discrimination free. Men make about 7% more per hour on average. * About the same as in non-gig economy jobs. Because – * Men tend to take lucrative trips like airport runs, bar closing times * Men are far more likely to have been driving for Uber for longer. Have learned what trips and when are most lucrative. * Men complete more trips per hour than women because they drive faster.

Answer 45

- Problem: o Firms are wasting money on diversity programs as most don’t work (workshops / educating about biases) o Don’t expect to change behaviours; attitudes are hard enough. - Solution o Measure success of programs - example would be A/B test, treatment / control group, check difference o Companies need to design processes to prevent biased choices in the first place – take bias out of the system o Be careful of data used e.g. self reports managers see inflated rat- ings on a self-evaluation, they tend to unconsciously adjust their appraisal up a bit How can start? · SEE WHERE PROBLEMS:Start measuring, collect data. E.g. Harvard faculty visitors - SEEING IS BELIEVING: Provide examples For beliefs to change, people's experiences have to change first: e.g. show women leadership examples (portraits Harvard), in general Vorbilder zeigen - BEHAVIORAL INTERVENTIONS WORK Take bias out of system (bias free recruiting, hiring, promotion) --> Pymetrics · Enlist powerful allies: Use fathers of daughters to be more outspoken about gender equality in organizations, they are strong advocates

Answer 46

probably the best known model for analyzing and evaluating the results of training and educational programs Level 1 REACTION measures how participants react to the training (e.g., satisfaction?). Level 2 LEARNING analyzes if they truly understood the training (e.g., increase in knowledge, skills or experience?). Level 3 BEHAVIOUR looks at if they are utilizing what they learned at work (e.g., change in behaviors?), Level 4 RESULTS determines if the material had a positive impact on the business / organization.

Answer 47

1. Compliance with legal mandates One-day obligatory courses where trainers use lectures to explain the legal foundation and future duties of employees… and trainees must certify their attendance with their signatures. Criticism: An employee may feel that „my difference here does not have a place , or I cannot show it. 2. Social justice Trainers illustrate prejudice against minority groups using lectures, , group discussions, case studies, or theater-like enactments „to enhance awareness of social discremination processes and possibilities to countereact them. Criticism: Founded in the „majority viewpoint“, and „demands assimilation rather than open communication.“ 3. Inclusion Designed to enable trainees to see similarities between themselves and others. Criticism: Can block frank conversations because it does not explicitly include critical inquiry about systematic discrimination.

Answer 48

MOVES THAT MATTER: ISSUE SELLING AND ORGANIZATIONAL CHANGE (Dutton et al., 2001) – not only relevant for D&I / climate change / image / performance Definitions * = process by which individuals affect others' attention to and understanding of the events, developments, and trends that have implications for organizational performance (Ansoff, 1980). * = attempts to get the attention of decision-makers in organizations from below (as someone who is from a lower level in the organization/less powerful). Class: * Examples (from weak to strong) – behavioral modelling, suggestion programs, utilizing open-door policies, whistleblowing, protests * Examples of diversity-related issue content – race, gender, family-friendliness * Examples of diversity-related change agents – employee activists, human resource employees, task force members, members of underrepresented employee groups , allies  going on strikes could be an option to raise attention Categories used in issue selling – moves o Packaging - Presentation – how to actively promote an issue · Using business plan logic (lots evidence, charts, numbers, facts, strategy alignment and bottom line impact; align with strategy) · Making continuous proposals (raising issue in many ways, starting subtly and then going harder) · Package issue as incremental: size of the change implied, rather than multiple small presentations small changes at once -> acceptance - Bundling – connecting to other issues or goals · Tie to goals (profitability, market share, organizational image) · Tie to other issues (that were sold already or are being sold) or tie issues to concerns of key constituents – both less effective o Involvement – who to involve and how (makes issue more visible, build commitment) - Targets of involvement · Others at higher level · Same level · Outside organization (community, state, insurance) – not so successful · Others at lower level (those whom decision may affect) – very successful · Keep boss informed - Nature of involvement · Involve people formally (e.g. committees) · Wide range of involvement (helps!) o Process - Formality (how formal is the process, more formal may help) - Preparation (collecting info etc.) - Timing (persistence, opportunism, right time involve others (potentially earlier helps)) Contextual knowledge important to issue selling: o Relational: Who? knowledge of each other, each others intentions, stakes private goals, and territories o Normative: How/kind/data: accepted or appropriate behaviour in organization o Strategic knowledge needed for bundling and presentation

Answer 49

Class: * Individuals and organizations are guided by specific institutionalized norms, values, and practices called institutional logics (Thornton & Ocasio, 2008). o “eat what you kill” lawyers – professional logic  in stark contrast to family logic * Societal logics often outpace institutional logics * Another example is that in many universities research is more valued than the teaching part * Societal logics often outpace institutional logics o Social acceptance of gay marriage and gay partner benefits o #metoo and progressive sexual harassment and assault policies o “we´re a business, not a charity.” – Walgreen´s * Even when employees don’t necessarily agree with institutional logics they may still support them fiercely and resist changes to them Text - Irreconcibility concerns: One element from an illegitimate logic threatens one from a legitimate logic. Acitivating one element means the other one can not be activated. --> redirecting responses, as change agents used discursive framing to shift resisters’ attention away from the logic element at the root of a concern to an element of another legitimate logic in their logic profile. E.g. Reframing “mummy track” to professional logic – as personal autonomy. - Ambiguity concerns: occur when resisters experience lack of clarity about how a change affects deeply held norms and values connected to elements within the existing logic settlement --> reinforcing responses: change agents strengthen the logic element at the root of resisters’ concern with an element of another legitimate logic in their logic profile. E.g. used policies, practices, and values from one logic to safeguard an at-risk element from another. - Contradiction concerns: occur when resisters perceive potential trade-offs between elements based in different logics, each of which is legitimate and valued within the existing logic settlement. -->reassuring responses: change agents claiming that two logic elements can be kept active simultaneously, not compromising either.

Answer 50

- Culture is easy to sense but difficult to measure - culture research— employee surveys and questionnaires—often unreliable - Studying the language that employees use in electronic communication has opened a new window into organizational culture - Reveals insights of how manager can harness culture as strategic resource Implications - Do not put too much emphasis on cultural fit but rather look for candidates who demonstrate cultural ability - Do not overlook cultural misfits as they can wellsprings of creativity and innovation à consider assigning roles in which they a likely to develop strong connections (need trust and support) - Leaders should be mindful that the expression of diverse perspectives in teams needs to be managed à learning when and how to promote the expression of divergent opinions and meanings and when to create a context for convergence - Foster a culture that is diverse yet consensual to promote both innovation and efficiency Fit versus adaptability - Cultural fit whether candidates reflect the values, norms, and behaviors of the team or organization as it currently exists - Cultural adaptability is the ability to rapidly learn and conform to organizational cultural norms as they change over time - When managers think about hiring for cultural fit, the often fail to consider cultural adaptability - High level of cultural fit led to more promotions, more favorable performance evaluations, higher bonuses, and fewer involuntary departures - Employees who could quickly adapt to cultural norms as they changed over time were more successful than employees who exhibited high cultural fit when first hired - process of cultural alignment does not end at the point of hire - Value congruence the extent to which employees’ core values and beliefs about a desirable work- place fit with their peers à predictive of retention but unrelated to job performance - Perceptual congruence is how well employees can read the “cultural code” by accurately reporting the values held by peers à predictive of higher job performance but unrelated to retention Cultural fit is important, but what predicts success most is the rate at which employees adapt as organizational culture changes over time. The benefits of not fitting in - Cultural misfit employee are people who see the world differently and have diverse ideas and perspectives but because of their outsider status, they may struggle to have their ideas recognized by colleagues as legitimate - By building strong connection within defined social cliques, they were able to overcome outsider status Effective hiring strategy should strive for a portfolio of both conformists and cultural misfits Cognitive diversity - Performance consequences of cognitive diversity vary as a function of project milestone stages - When the team is defining the problem at hand, diversity lowers the chances of successfully meeting milestones - During middle stages, when the team is most likely to be engaged in ideation, diversity increases the likelihood of team success - Diversity becomes an obstacle again toward the end of a project, when the team is deep into execution Cognitive diversity helps teams during ideation but hinders execution Cultural diversity and the organization as a whole - Conventional wisdom holds that firms must choose between a homogeneous, efficient culture and a diverse, innovative culture - Organizations with greater intrapersonal cultural diversity had higher market valuations and produced more and higher-quality intellectual property via patenting - Organizations may be able to resolve the assumed trade-offs between efficiency and innovation by encouraging diverse cultural ideas while fostering agreement The best cultures encourage diversity to drive innovation but are anchored by shared core beliefs

Answer 51

Div. Climate: - “employees’ shared perceptions of the extent to which their organization values diversity as reflected in the policies, practices, and procedures that the organization rewards, supports, and expects.” - the shared perceptions of and the meaning attached to the policies, practices, and procedures employees experience and the behaviors they observe getting rewarded and that are supported and expected What are its dimensions? * equal treatment and equal access (Chrobot-Mason & Aramovich,2013)- feel like I can going? * fairness and inclusion (org-level) and personal comfort and openness to diversity (individual- level) (Mor Barak et al., 1998) - Women and minorities report relatively low levels of climate (· Diversity climate studied at the individual level (individual perceptions of the impact of the work environment on the individual’s own well-being) is referred to as psychological climate. When it is conceived of and studied at the group or organization level (employees’ shared perceptions of their work environment aggregated to the unit level), it is referred to as group- or organizational-level climate. ) Despite these criticisms, there is evidence that diversity climate can positively impact individuals’ (especially minority group members’) work-related attitudes (e.g., organizational commitment, satisfaction) and unit-level outcomes (e.g., performance). As a result, diversity climate is both practically relevant to organizations and conceptually meaningful to researchers. Organizational Culture: - more abstract - underlying, often unconscious, hidden but shared assumptions, values, and beliefs of an organization that are communicated to newcomers in the form of myths and stories (Kuenzi & Schminke, 2009; Schneider et al., 2013) - Dimensions include, eg, process vs results, employees vs job, parochial vs. professional, open sytsem vs closed sytstem, loose control vs. tight control, and normative vs pragmatic orientations (hofstede,1991) - freedom of employees: sign-up sign-out

Answer 52

Atecendents (Something that predicts diversity climate) -> Explanatory Mechanisms-> Div. Climate -> Explanatory Mechanisms -> Outcomes Atecendents - Inclusive Leadership? (transmit soc. info about importance of inclusion through rolemodeling, impacts employee perception of incl. climate) - Sexual orientation diversity management (including) organizational policies, mentoring, and training programs explicitly addressing sexual orientation ) is related to positive psychological climates for gay men and lesbians (kollen, 2016) - Mentoring programs - Demographic composition of the group or organization (eg gender heterogenity , racioethnic heterogenity) (kossek & zonia 1993) Inclusive leadership? (Those who transmit social information about the importance of inclusion through role modeling, which impacts employee perceptions of inclusive climate) Outcomes 1. Behaviors: - Employee tention and (eg Avery & McKay, 2010), lower discrimination and turnover ( same author 2015) well-beimg and (same w010) 2. Attitudes -organizational commitment (brimhall, lizano, & mor barak 2014), job satisfaction ( Hicks - Clarke &lles 2000,l Job Engagement (sliter, Boyd, Sinclair, Chefs, & mcfadden 2014) grob Performance, and grob Satisfaktion (lauring@selmer,2011) Explainatory Mechanisms: - psychological empowerment, attachment, organizational identification, organizational commitment (brimhell et al 2014 - identity affirmation (a feeling that their identities were accepted) (avery et al 2013) - organizational identification and positice psychological resources and capabilities) (newman et al 2018)

Answer 53

Climate: perceived on individual level but but only altogether make climate) - Self ( instead of organizational) perception - Two dimensions: perceptions of belonging & authenticity

Answer 54

- Inequalities between native and foreign workers persist: Apart from such structural inequality, having an immigration background also implies psychological strains - Individuals often must negotiate a tension between their native and new cultures cope with the loss of their old social network - Individual adaptation to a new culture happens in both a psychological and a sociocultural sense - Psychological adaptation is linked to well- being and satisfaction, as well as predicted by factors such as hardiness, social support, acculturation attitudes - Sociocultural adaptation refers to acquiring the social skills of the new culture and is predicted by language proficiency and contact with members of the host culture à adaptation is a complex process that depends on both con- textual and individual factors. - If immigrants succeed in actively participating in the receiving society while maintaining their original culture, then integration has taken place - Integration entails a feeling of belonging to both cultural groups and thus is an essential ingredient of well-being - Integration requires cooperation from the majority group, however people from ethnic minorities often face stereotypes, prejudice, and social exclusion - Organizations are micro- or meso-exemplars of a society, they can easily become hosts to, if not facilitators of, feelings of social exclusion, which affect employees’ affective commitment with the organization - Affective commitment reflects an active willingness to be involved rather than a sense of obligation à strongest positive correlations with important organizational and employee-relevant outcomes - Psychological safety includes signals of an open, trustful, and respectful climate in which diversity is welcomed and different opinions and values can be expressed Model Hypothesis 1: (Mediation): Employees with immigration background display lower affective commitment and, subsequently, lower work engagement, worse mental health, and higher turnover intention. Hypothesis 2 (Moderation): The relation between immigration background and affective commitment is dependent on the level of perceived psychological safety. Hypothesis 3 (Conditional Indirect Effect): The indirect effect of immigration background on turnover intention, work engagement, and mental health through affective commitment depends on the level of perceived psychological safety. Results à Hypothesis 2 and 3 true - opposed to Hypothesis 1, we did not find that immigration background per se affected positive work outcomes and mental health through affective commitment - in line with hypothesis 2 and3, Turkish immigrant employees need signals of an open, accepting, and respectful organization climate to experience affective commitment and the related positive consequences compared with home country nationals

Answer 55

* Large determinant of how attached diverse employees feel to the organization, but also how likely they are to leverage their uniqueness to provide value in the organization * "feeling able to show one's self without fear of negative consequences to self-image, status, or career" on the basis of support, trust, and openness (Kahn, 1990, p. 708) allows employees to express their differences and concerns (Video: Psychological Safety- is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes Got interested quite by accident - joined team to find out what the actual rate of medication errors - Question: Better teams make less mistakes? Appeared that better teams were doing actually less faults - Kept thinking about it: maybe the better teams simply speak more openly about errors - Found: Units very different in openness about talking about errors - correlation very high) How do I build psychological safety? 1. Frame the work as a learning problem not execution problem: a lot of uncertainty ahead --> need everyones brain inside 2. Say things like: I may miss something things I need to hear from you: creates more safety to speak up 3. Model curiosity, ask questions Best Zone: Learning Zone: High in psychological safety and motivation&accountability

Answer 56

- Launched in 2016: Meta Supplier Diversity’s mission --> create more opportunites for diverse-owned companies to do business with Meta - Goal: leverage power and scale of Meta - Impact: $3 bn diverse spend over time, $1.4 bn diverse spend in 2021, $306 mn spend with black-business owned

Answer 57

EU agrees ‘landmark’ 40% quota for women on corporate boards Jennifer Ranking, Guardia, 2022 - From 2026 o Companies operating in the EU will have to ensure a share of 40% of the “underrepresented sex” – usually women – among non-executive directors ( external person which is on board) o 33% target for women in all senior roles, including non-executive directors and directors, such as chief executive and chief operating officer o Legally binding target, companies could face fines o Measures apply to companies > 250 employees - Background: measure targeted at gender equality “break glass ceiling”. 2021 30.6% women among boards, only France (which has a 40% quota already) exceeded 40% threshold, particularly problematic were Hungary, Estonia & Cyprus <10% - * Window-dressing in boards to show how diverse they are, but without the inclusion piece. Less risky to have a non-executive instead of hiring someone. --> just one woman in multiple boards, just makes one woman rich

Answer 58

- Access-and-legitimacy paradigm proposes that a firm can enjoy performance advantages when its workforce demography matches that of its clientele - Interaction method constructs separate interaction terms to represent the extent of employee–customer demographic match for each racial group present in a context  interaction method has failed to provide evidence that matching demographics among employees and customers enhances performance - Racial representativeness approach provides a numerical index, ranging from 0 (low) to 1 (high), that indicates the degree that a firm’s overall demographic profile matches customers’ demographic profile  high levels of racial representativeness have been linked to increased sales productivity and higher-quality patient care - Paper uses the racial diversity congruence approach to demographic matching which conceptualizes congruence as high similarity between employee racial diversity and community racial diversity where diversity is defined as the degree of variation in racial category group membership - Incongruence is evident when the diversity among employees and community members is dissimilar  all hypotheses are supported by results - Racial diversity congruence resulted in significantly higher store-unit sales performance than racial diversity incongruence - Store-unit sales performance was highest when racially diverse store units operated in diverse communities - Higher store-unit sales performance emerged under conditions of high store-unit–low community racial diversity incongruence than low store-unit–high community racial diversity incongruence Post hoc robustness analyses: - estimates offer evidence that improved store-unit–community racial diversity congruence is associated with meaningful gains in store-unit sales performance Implications - Diversity offers informational advantages that have previously not been considered in demographic matching research - Provides business leaders greater insights for understanding not only the bottom-line effects of racial diversity within the organizational context but also how diversity in the external environment works in conjunction with workforce diversity for firms to realize more fully a financial “diversity advantage

Answer 59

- Access-and-legitimacy paradigm proposes that a firm can enjoy performance advantages when its workforce demography matches that of its clientele

Answer 60

SEPERATE INTERACTION TERMS - Interaction method constructs separate interaction terms to represent the extent of employee–customer demographic match for each racial group present in a context -->interaction method has failed to provide evidence that matching demographics among employees and customers enhances performanc

Answer 61

Maybe we get performance by mathcing store divrsity and community diversity Stores that had better racioeconomic matching to High div in store- high div in community —> higher performance Low and low does not lead to improvement Why? Because if community is not diverse there is no one to be „understanded“/representation But div in store but not in community also led to higher performance

Answer 62

Method - Racial diversity congruence approach is a more comprehensive approach to studying demographic matching effects on business performance --> captures both the social identification and information-based processes that could emerge during the employee racial diversity–community racial diversity interface - Paper uses the racial diversity congruence approach to demographic matching which conceptualizes congruence as high similarity between employee racial diversity and community racial diversity where diversity is defined as the degree of variation in racial category group membership

Answer 63

- want create more legal pathways for skilled migrant to EU --> curb illegal migration - 2-3 mio TCNs settle annually in EU for work or study, 200.000 illegally - Yet EU severe labor shortages which are likely to increase (high & low -skilled) - most valid permits: family reunification with less than one in five issues for work reasons IDEA - long-term resident status after 5 years - Enable/make easier obtaining long-term work and residence permit in migrants' country --> reduce waiting times and simplify family reunification - Ukrainian Temporary Protection scheme -->access to labor market & healthcare & education for min 3 years But... - After long negotiation --> legislation may not be uniformly transposed across member states and/or lack visibility. - Often no awareness their rights. - Employers often not aware of this talent pool

Answer 64

= a group of people from different cultures, with a joint deliverable for the organization or another stakeholder

Answer 65

o premeeting elaboration as the individual-level processing of task-related information and perspectives in anticipation of interacting with another individual

Answer 66

- individual level processing of information and perspectives, results are then given back into group discussion OCCURS DURING INTERACTION

Answer 67

- Individuals, because of need for belonging, care more about an in-group member’s evaluation compared with an out-group member’s evaluation o greater focus on being accepted and getting along (i.e., having social goals) with in-group members manifests itself in a number of ways.

Answer 68

· Purpose that is defined by the common good provides a basis for organizations and its stakeholders to reflect on the scope of business activities and the implicit contract they have with their employees, communities, and society. · Purpose provides an overarching framework to substantiate the need for businesses in society, and to amplify the positive impact they generate in the communities where they operate

Answer 69

- half or more think not a burden - less immigrants in country --> see more as burden - Public opinion changed in 2015 when hundreds of thousands asylum seekers arrived in Europe - more left --> immigrants better - higher level education, younger adults, higher income --> immigrants make stronger - More worried about terrorism than immigration crime

Answer 70

- Social identity theory is a theory of self  between collective self (social identity) and individual self (personal identity) - Brewer and Gardner distinguished between three aspects of the self: 1. The individual self (personal traits that differentiate self from all others) 2. the relational self (defined by dyadic relationships that assimilate self to significant other persons) 3. and collective self (defined by group membership that differentiates “us” from “them” - authors opinion: the first two more personal identity than social identity Categorization and Discrimination: - people who are categorized discriminate in favor of the ingroup, whereas people who are categorized do not - to resolve feelings of uncertainty, they use the explicit categorization to define themselves in the experimental context - when uncertainty is reduced, the minimal intergroup discrimination effect disappears - positive-negative asymmetry effects between ingroup and outgroup Social Comparison: - social categorization results in social comparison - intergroup comparison is about differences not similarities - collective self-conception is anchored in vale-sensitive (valence-sensitive) social comparisons that strive from similarities within groups and differentiation between groups Conclusion: - Social identity is aspect of self-concept that derives from group membership and is associated with cognitive, motivational and social processes that are associated with group and intergroup behavior - Concept of social identity lies at core of the social identity perspective - Social identity phenoma are associated with operation of social categorization process - Social identity phenomena are associated with operation of social categorization process, which depersonalizes perception in terms of context-specific ingroup or outgroup prototypes

Answer 71

Prototypes embody all attributes that people believe characterize groups and distinguish them from other groups, including beliefs, attitudes, feelings, and behaviors.

Diversity & Inclusion Flashcards

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