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Dynamics of diversity > Exam revision > Flashcards

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1
Q

What is diversity?

A

Refers to differences based on ethnicity, gender, ages, religion, disability, national origin, sexual orientation, education etc. Also encompasses an infinite range of unique characteristics including communication styles, physical characteristics (height, weight etc).
Is based on differences and similarities

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2
Q

What is diversity in the workplace?

A

Encompassing all forms of different types of employees in the work place

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3
Q

What is managing diversity?

A

Concept of recognising the wide variety of quality possessed by people within the organisation.
Emphasises the individuality of people and valuing each person for their own unique combination of skills, competencies, attribute, knowledge, personal traits etc

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4
Q

What are the benefits of effective management of diversity?

A

Increased organisational effectiveness
Increased morale
Increased access to new segments of market place
Increased productivity

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5
Q

What drives management of diversity?

A

Increased demand for corporate social responsibility
Increased diverse work force trends and markets
Decrease of skilled workers
Increase in cross level and cross functional teams
Increase discrimination and harassment legislation
Increase new technology and data

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6
Q

What are some business cases for diversity?

A 
Cost savings (reduce staff turnover etc)
Winning competition for talent
Driving business growth
Increase productivity
Increase problem solving potential
Increase morale
Greater market intelligence
Build companies brand and reputation
Alignment with value and corporate social responsibilities
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7
Q

What are some challenges with managing diversity?

A
  • Actual concept of diversity
  • Implementation of techniques to manage diversity (d diversity enlargement, sensitivity training, cultural audits, advisory panels)
  • Demonstrating improvements
  • Building business case
  • Inexperience with processes
  • Communication and decision making
  • Attitudinal issues
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8
Q

What is unconscious bias?

A

Decisions are informed by stereotypes that an individual isn’t consciously aware of having but leads to discrimination

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9
Q

What is supplier diversity?

A

Encourages use of historically under utilised minority vendor as suppliers
It also refers to programs that meet requirements to source external products and services from organisations that are diversity responsible or who meet certain diversity specifications (e.g. principles of non-discrimination and EEO)

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10
Q

What are some issues faced with indigenous workers?

A
  • Record of workforce marginalisation and poor labour market outcomes
  • Problems regarding workforce entry (housing, health, education, remote locations etc)
  • Indigenous Employment Programs
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11
Q

What are some issues faced with women workers?

A
  • High part time employment
  • Balancing work/family
  • Workforce segregation
  • Under represented in senior positions
  • Lower average earning
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12
Q

What are some organisational challenges with managing diversity?

A
  • Responding to needs and expectations of diverse workplace
  • Attractive and retaining diverse workers
  • Recognising potential and opportunities offered by having diverse workforce
  • Responding to institutionalised legislation and structural developments that impact work and employment conditions
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13
Q

What is social identity?

A
  • Perception of oneness with a group of persons
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14
Q

What does social identity stem from?

A
  • Stems from categorisation of individuals
  • Distinctiveness and prestige of the group
  • Salience of group
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15
Q

What can social identity lead to?

A

Activities that correspond with identity
Stereotypical perceptions of self and others
Group think

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16
Q

What is social comparison theory?

A

Individuals driven to compare themselves to similar others and those slightly better on relevant dimensions.
Chose to compare to those who are perceived as better in a desire to believe they belong in same category

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17
Q

What are the 3 paradigms?

A

Discriminant and fairness
Access and legitimacy
Learning and effectivenes

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18
Q

What is discriminant and fairness paradigms?

A

Need to work towards restructuring makeup of organisation to let it more closely reflect that of society.
The management process that ensures all employees are treated equally and with respect

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19
Q

What is access and legitimacy paradigm?

A

Used when presenting business case for diversity.

It’s about differences emphasised, but not used as leverage

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20
Q

What is learning and effectiveness paradigm?

A

Lets the organisation internalize differences among employees so that it learns and grows because of them
- We’re all on the same team

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21
Q

In equal opportunity vs managing diversity, what are the differences between them?

A

Equal opportunity:

  • Address inequality through rights
  • Neutralises individual difference
  • Treats people the same
  • Narrow view of difference
  • Focus on the HR processes
  • Promotes assimilation
  • Emphasis on procedures and regulations

Managing diversity:

  • Promotes diversity for organisation benefits
  • Recognises individual differences
  • Treats people differently
  • Inclusive view of difference
  • Concerns all functions of organisation
  • Promotes variety
  • Emphasis on organisational objectives
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22
Q

What is a diverse aware organisation?

A

Organisation that views diversity among their stakeholders as important and implement processes to nurture a climate of inclusion for its employees
Moral case to eliminate discrimination

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23
Q

What is utilitarianism?

A

Ethical behaviour which benefits most people and the end justifies the means in promoting common good

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24
Q

What is rights perspective?

A

Argue that ‘doing the right thing’ isn’t enough and everyone, regardless of race/gender/age etc is possessed of the same unconditional obligation

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25
What is productive diversity?
Valuing and respecting diverse nature by encouraging the skills within a community for the benefit of the individual and business. Using skills of all employees to become productive organisation.
26
What is valuing diversity?
Valuing diversity rather than the outcome
27
What is equal employment opportunity?
- Creating conditions for all workers to have equal chance to seek and obtain employment and promotion - Requires workers are selected, promoted and treated on basis of individual talents and capabilities - Aim is to eliminate discrimination in recruitment, selection, training, etc
28
What drives equity approach?
Legally (external) driven
29
What drives diversity approach?
Statistically (internal) driven
30
What is the justification of the equity approach?
Legal, social and moral obligations
31
What is the justification of the diversity approach?
Productivity, efficiency and quality
32
Is compliance mandatory or voluntary for equity approach? What about diversity approach?
Mandatory for equity, voluntary for diversity
33
What is the emphasis on for equity approach?
Achieving equality of opportunity in work environment
34
What is the emphasis on for diversity approach?
Building specific skills and getting the best from every employee
35
What is the focus on for equity approach?
Race, sexual preference, gender, age and physical ability, ethnic heritage and family responsibilities
36
What is the focus on for diversity approach?
All elements of diversity
37
What are some reasons for resistance for equity approach?
Limits to autonomy; | Fears of reverse discrimination
38
What are some reasons for resistance for diversity approach?
Demographic realities; Difficulty of acquiring new skills; Difficulty of altering existing systems
39
What is the 4 layers model/diversity wheel?
``` A model which shows the different dimensions and layers of diversity, these include Personality Internal dimensions External dimensions Organisational dimensions ```
40
What is in a person's personality with regards to 4 layers model?
Individuals likes, dislikes, values and beliefs
41
What is in a person's internal dimensions with regards to 4 layers model? Examples?
Aspects of diversity which person has no control over | Examples include ethnicity, sexual orientation, gender, race
42
What is in a person's external dimensions with regards to 4 layers model? Examples
Aspects of our lives which we have some control over, which might change over time, and which usually form the basis for decisions on careers and work styles Examples: Marital status, work experience, education, religion, income
43
What is in a person's organisation dimensions with regards to 4 layers model? Examples
This layer concerns the aspects of culture found in a work setting Examples: Management status, work location, seniorority, organisational affiliations, department
44
What is a negative organisation?
Doesn't value diversity
45
What is the minimalist/partial organisation?
Declares itself as an equal opportunity employer
46
What is a compliant organisation?
Fulfils its obligations through formal equal opportunity policy approach
47
What is a Comprehensive proactive Organisation ?
It emphasises the business case for equality and diversity, but broadens the agenda to encompass elements of the social justice case
48
What is gender segregation?
The tendency for men and women to be employed in different occupations and sectors of the country. Physical, legal, and cultural separation of people according to their biological sex.
49
What can the gender pay gap be attributed to?
- Women doing same work as men but earning lower salary, less penalty rates, overtime, performance bonuses, super contributions etc - The effect of breaks in employment and part-time work largely due to their unpaid caring responsibilities - Barriers women face in career development and access to leadership positions - such as discrimination, sexual harassment and bullying
50
What are the key features of organisational climate?
- Emphasis on how the work environment is experienced or perceived by organisational members - A property of the individual - Consists of shared perceptions - Employs questionnaires and surveys to directly assess member perceptions of organisational events, but does not interpret the meaning of those events - Concerned with the impact organisational systems have on groups and individuals - Explored from a psychological perspective
51
What are the key features of organisational culture?
Emphasis on how the work environment is created by organisational members, i.e. how things are done in the organisation A property of the organisation Is made up of shared assumptions, values and of members within the organisation Relies more on qualitative methodologies to uncover shared assumptions surrounding organisational event Concerned with the evolution of organisational systems over time Studied from an anthropological and sociological perspective
52
What is organisational social justice?
Ideology that organisations operating through a representing agent seek to achieve a state whereby all individuals feel included, accepted, and respected and whereby human dignity as well as equality is practiced and upheld
53
What is a cultural audit?
Periodically and consistently assessing the tone and attitudes of all organisational members toward more inclusive workplace practices and beliefs
54
What is an identity conscious structure?
Those that explicitly and formally include demographic group identity in HR decisions
55
What is an identity blind structure?
Those that do not explicitly include demographic identity in HR decisions.
56
What is the glass ceiling?
An unacknowledged barrier to advancement in a profession, especially affecting women and members of minorities.
57
What are 4 barriers that prohibit women breaking the glass ceiling?
Structural obstacles, lifestyle issues, imbedded institutional mindsets and imbedded individual mindsets
58
What is temporal flexibility?
allowing both women and men to remove themselves from the workplace for family reasons (but this has been most commonly taken up by women) including flexible work arrangements
59
What is a barrier to temporal flexibility?
Demanding and unpredictable flows of work limited employees’ ability to utilise temporal flexibility
60
Define prejudice
Prejudice - an unfavourable attitude towards a social group
61
Define discrimination
The unjust or prejudicial treatment of different categories of people, especially on the grounds of race, age, or sex.
62
Define intersectionality
The connections and interconnections between different identities and experiences of discrimination that may be assumed by an individual, and the multiplicative effects within intersections It seeks to understand the connections between various dimensions of social difference
63
Define homophily bias
Tendency to associate and bond with those who are perceived as similar to you. Make decisions based on people similar to you. According to the concept of homophily, people who share similarities are more likely to interact with one another than with very dissimilar people because shared characteristics make interactions more comfortable, efficient, and rewarding
64
Define employee voice
Expression of challenging but constructive opinions, concerns, or ideas about work-related issues. First is the expression of complaints or grievances in a work context by employees to management The second is the participation of employees in the decision-making processes of the organisation
65
Define voluntary voice
Collective bargaining and grievance procedures (aren’t under any pressure)
66
Define organisation deviance. Provide examples
Voluntary behaviour aimed at violating organizational norms, coupled frequently with intent to harm the organization or those within an organisation Examples include: interpersonal harassment, lying, theft, corporate crime
67
What is the negative impact of homophily bias?
Limits information flows, attitudes, and experiences because interactions are restricted to similar individuals
68
What are some examples of personal aggression?
Sexual harassment Verbal Abuse Stealing from co-workers Endangering c0-workers
69
What are some examples of production deviance?
Leaving early Taking excessive breaks Intentionally working slow Wasting resources
70
What are some examples of political deviance?
Showing favouritism Gossiping about co-workers Blaming co-workers Competing non-beneficially
71
What are some examples of property deviance?
Sabotaging equipment Accepting kickbacks Lying about hours worked Stealing from the company
72
What is constructive deviance?
Voluntary behavior that violates significant organizational norms and in doing so contributes to the well-being of an organization, its members, or both
73
What are some examples of constructive deviance?
Principled organizational dissent | Whistle blowing
74
What triggers constructive deviance?
``` Taking charge Extra-role behaviors Creative performance Expressing voice Issue selling Whistle-blowing Prosocial behaviors Prosocial rule breaking Counter-role behaviors ```
75
What three channels make up voice?
Trade union membership, recognition and representation; Indirect or representative participation mechanisms such as joint consultation; Direct employee involvement
76
Why might some employees choice not to express voice?
The specific beliefs include: (a) one must not bypass the boss; (b) one must not embarrass the boss in public; (c) bosses identify with and feel ownership over the status quo; (d) one needs solid data or complete solutions before it is safe to speak; and (e) speaking up can have negative career consequences.
77
What are some employment issues in regards to youth employees?
Poor OHS High injury rates High abuse and bulling rates Sexual harrassment Work life balance (work/study/leisure) Complying with young person specific legislation (under 16 yo) Providing additional supervision/induction training
78
Define a workgroup
Categorisation or division of people into distinctive groups may have detrimental effects on team processes and outcomes (for e.g., Ingroup-Outgroup, Stereotypes & Status, Individual differences in cognition, values and behaviour)
79
What are some strategies to prevent group think?
Encourage doubt, enquiry and dissent Appoint ‘devil’s advocates’ to point out weaknesses in group’s preferred decisions and to present opposing alternate views Use outsiders in to consider and reconsider group decisions Different groups with different perspectives could work simultaneously on the same issue and then pool all decision outcomes Break the group into subgroups to take multiple perspectives Minimise the role of the leader.
80
What are some sources of intergroup conflict?
``` Competing goals Competition for resources Cultural differences Power discrepancies Conformity vs identity affirmation ```
81
What is emotional intelligence?
is comprised of a set of individual and social competencies which are critical to effective leadership: Self-awareness, self-regulation, motivation, empathy and social skills)
82
Transactional vs Transformative Leaders
Transactional leaders focus only on the accomplishment of the tasks and on worker relationships in exchange for desirable rewards Transformational leaders identify themselves as change agents, believe in people, value driven, lifelong learners, ability to deal with complexity, ambiguity and uncertainty and are visionaries

Dynamics of diversity (1 decks)

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