Lecture 3 Flashcards

Question

Diversity reputation

Answer 1

How well is the organization doing with regards to its D&I management? Alignment is key: - Poor reputation? Defensive tactics are more appropriate - Favourable reputation? Assertive tactics are more fitting Diversity reputation is a moderator.

Answer 2

What are the organization’s underlying motivations for diversity tactics. Alignment is key: - When the motive is to avoid litigation (external; legal case) defensive tactics may be better. - When the motive is to reap the benefits of diversity (internal, innovation and learning) proactive and genuine diversity strategies (assertive tactics) may be better.

Answer 3

How important / salient / threatened is minority identity in the organizational context? Alignment is key: - When identity salience / threat is high among minority members, targeted recruitment is important / supplication.

Answer 4

By using signalling theory, becuase facts & figures are rarely available. Corporate Social Performance => Organizational attractiveness

Answer 5

Because job seekers often have little information they draw inferences on what a company is like by relying on signals (e.g., websites, job fairs, job ads). Signals can be understood as the artifacts of culture. We make inferences about what a company is like at its core, on the basis of the things we can see.

Answer 6

- Community involvement (philanthropy / volunteerism) - Pro-environmental behaviours (conservation of energy / resources)

Answer 7

- Anticipated pride - Organizational prestige - Perceived value fit When an organization is doing well on CSP, this atttracts potential job seekers to work for the organization.

Answer 8

CSR tactics gone wrong. Experiments in which they ask participants to look at a website for an energy company and read a communicative motive about why this company was investing in pro-environmental energy sustaining technology. One condition: "Baptiste Oil and Gas invests in the development of CSS because it is in line with our CSR policy… we invest to protect the natural environment" Other condition: "Baptiste Oil and Gas invests in the development of CSS because we expect to profit from it in the long run … we invest because of the profit." Participants were asked: how much do you think this company is engaging in greenwashing? Results: - The environmental motive was perceived as more greenwashing than the economic motive because participants believed the company was doing it for strategic purposes. - The environmental motive was perceived at almost the same level as no motive. - The economic motive was perceived as way less greenwashing than the environmental motive and no motive. An organization should be careful about how they communicate their motives being inclusive or ethical. If they do not align with the product, it backfires => greenwashing.

Answer 9

The ASA framework => attraction => selection => attrition =>

Answer 10

If there is no intervention whatsoever, people tend to go towards homogony. Attraction: you might want to go to an organization with people similar to you. Selection: companies might like people better that are similar to them. The recruiter also has a natural tendency to unonsviously favor those who are similar to themselve. Attrition: if you don’t feel similar in an organization you might drop out. The people that are most likely to leave, are probably the people that feel like they don't fit in.

Answer 11

One way to counter this is affirmative action policies. It is important that organizations engage in interventions to actively recruit for diversity.

Answer 12

Efforts by the organization aimed at ensuring that individuals from traditionally excluded groups (i.e., women and minorities) are **proportionally represented** in the workforce and managerial positions. These include **hiring and promotion policies** that in some way **favour** minorities over majorities.

Answer 13

There are an increasing amount of AAPs. But do these programs work? Do people accept them?

Answer 14

They are controversial and evidence for effectiveness is quite circumstantial, lot of variation in attitudes.

Answer 15

- Structural features of AAP - Communication about AAP - Perceiver characteristics (social identity based)

Answer 16

- Opportunity enhancement - Equal opportunity - Tiebreak - Strong preferential treatment All of these have a timing from pre-applicant through long-term employee.

Answer 17

A type of AAP. Decision by recruitment/training. Target group: potential applicants and employees. Aimed at creating a more diverse pool of qualified applicants by actively encouraging minority members to apply for programs and jobs. Prescriptiveness: promotes classes of activities that enhance number of eventual choices.

Answer 18

A type of AAP. HR function and employment decision: typically undefined. Target group: applicants and employees. Constrains decision in a trivial way by forbidding discrimination.

Answer 19

A type of AAP. Typically the decision is by selection. Target group: employees Prescriptiveness: constrains decision somewhat, by requiring small positive weight to minority status. Situation where on paper two persons hold exactly the same qualifications and if that is the case, you would favor the minority candidate.

Answer 20

A type of AAP. Typically selection. Target group: employees Prescriptiveness: constrains decision by requiring substantial positive weight for minority status.

Answer 21

Structural feature: - Prescriptiveness Perceiver characteristics (social identity based) AAP presentation

Answer 22

Influences support of AAP. Social identity based. - Race & gender category - Personal & collective self-interest - Personal discrimination - Belief target group experiences discrimination - Racism & Sexism - Political ideology & party affiliation

Answer 23

Influences support for AAP. Generic (implicit) vs specific (explicit) AA presentation. Provision of justification in AA presentation (fairness).

Answer 24

True. Highly prescriptive AAPs (strict, detailed policies) are less supported by both majority and minority groups. Reason: They may conflict with perceptions of justice and fairness and feel overly rigid. For minorities, prescriptive policies can imply they were hired for the program, not their qualifications.

Answer 25

Increased Support: * Belief that target groups experience discrimination. * Personal or collective self-interest (e.g., benefiting from the program). * Personal experiences of discrimination, though this may vary due to coping mechanisms. * Beliefs in racism or sexism and progressive political ideologies. Decreased Support: * Among those with strong racist beliefs or opposing political ideologies. * Higher prescriptiveness exacerbates these divisions between groups.

Answer 26

Communication Matters AAPs must be communicated clearly and explicitly, with justifications emphasizing fairness to increase acceptance.

Answer 27

Ensure that people perceive AAPs as **fair**. Show how AAPs can **eliminate barriers** for underutilized human capital among minority groups (*evidence based*). Use **transparent selection** procedures when including AAP to decrease adverse impact. Use **less prescriptive** AAPs (unless there is an unequivocal and pressing need to act against cases of discrimination). Move **from implicit** (generic) **to explicit** (specific) AAP communications. **Justify** AAP by **emphasizing need** to readress past discrimination / added value of diverse workforce (*merely pointing out numerical underrepresentation will backfire*). **Clarify / define** the specific goals of AAPs (rather than ignore / keep vague / keep quiet → backfire).

Answer 28

- Overt (e.g, “Do you believe there is some dishonesty in everyone?”) - Personality-based (e.g., “I am more sensible than adventurous”)

Answer 29

- Reliable - Valid (predictive of absenteeism, turnover, disciplinary actions taken, and job performance) - Temporally stable - Useful in assessment, but not in isolation

Answer 30

Meetings in which a trained instructor educates employees about workplace diversity - Awareness of diversity issues. - Skills, and attitudes needed to work with people who are different from themselves.

Answer 31

Intercultural communication training - The UU offers it in Dutch, not English.

Answer 32

Unconscious Bias training Active Bystander training

Answer 33

- Task interdependence - Both passive and active forms of instruction - Human instructor instead of computer - A minimum of 4 hours - Multiple sessions instead of a single session - Voluntary (rather than mandatory)

Answer 34

Designed to enhance employee knowledge, skills and decision making in the ethics area. - Games - Behavioural simulation (role-play) Preliminary evidence that it works.

Answer 35

Outcome interdependence results in higher levels of social integration. Thus, when you install team-level rewards (not just individual salary) => higher levels of social integration.

Answer 36

Current situation (competitive) - Underfunding (scarcity of resources) - Competitive funding schemes based on individual merit (narrow) - Cooperative science is not anchored in reward structures - Lack of transparency in promotion criteria - Temporary contracts (particularly female and international scientists) Future situation (cooperative) - Towards inclusive recognition & reward standards - Open science & team science - Abolish impact factor

Answer 37

- Unequal outcomes - Competition between coworkers - Variable pay incentives

Answer 38

They are instruments to establish and sustain top-down culture change.