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Kelli J. SchutteWilliam Jewell College
Robbins, Judge, and Vohra
Organizational Behavior14th Edition
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of OrganizationalBehavior, 14e
Diversity in Organizations
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Authorized adaptation from the United States edition of OrganizationalBehavior, 14e
Diversity
Surface-level diversity
Deep-level diversity
Diversity Management
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Authorized adaptation from the United States edition of OrganizationalBehavior, 14e
Biographical Characteristics
Objective and easily obtained personal character istics.Age
Older workers bring experience, judgment, a strong work
ethic, and commitment to quality.
Gender
Few differences between men and women that affect job
performance.
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Biographical Characteristics (Continued)
Disability
Todays organizations have started making efforts to hire
people with disabilities.
Tenure
People with job tenure (seniority at a job) are more
productive, absent less frequently, have lower turnover, and
are more satisfied.
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Other Biographical Characteristics
Religion May impact the workplace in areas of dress, grooming, and
scheduling. The law prohibits employers from
discriminating against employees on the basis of their
religion.
Sexual Orientation
In June 2009, the High Court of Delhi, in a landmark
judgment, decriminalized homosexual sex between
consenting adults, overturning a 149-year-old British
colonial law Domestic partner benefits are an important consideration.
Gender Identity
Relatively new issuetransgendered employees.
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Ability
An individuals capacity to perform the various tasks in ajob.
Intellectual and Physical Abilities
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Ability
Made up of two sets of factors:
Intellectual Abilities
The abilities needed to perform mental activities.
General Mental Ability (GMA) is a measure of overall
intelligence.
No correlation between intelligence and job satisfaction.
Physical Abilities
The capacity to do tasks demanding stamina, dexterity,strength, and similar characteristics.
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Dimensions of Intellectual Ability
IntellectualAbility
NumberAptitude
VerbalComprehension
PerceptualSpeed
InductiveReasoning
DeductiveReasoning
SpatialVisualization
Memory
See E X H I B I T 23 for details
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Nine Basic Physical Abilities
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Strength Factors Dynamic strength
Trunk strength
Static strength
Explosive strength
See E X H I B I T 24 for details
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Flexibility Factors
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Flexibility Factors
Extent flexibilityDynamic flexibility
See E X H I B I T 24 for details
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Other Physical Factors
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Other Factors
Body coordination
BalanceStamina
See E X H I B I T 24 for details
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Role of Disabilities
When focusing on ability, it can create problems whenattempting to develop workplace policies that recognize
diversity in terms of disabilities.
It is important to recognize diversity and strive for it in
the hiring process.
An organization needs to be careful to avoid
discriminatory practices by making generalizations
about people with disabilities.
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Implementing Diversity Management Strategies
Making everybody more aware and sensitive to the
needs of others.
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Attracting, Selecting, Developing, andRetaining the Diverse Employees
Working with Diversity in Groups
Effective Diversity Programs
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Global Implications
Biographical Characteristics
Not much evidence on the global relevance of the
relationships described in this chapter.
Countries do vary dramatically on their biographical
composition.
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Additional Global Implications
Intellectual Abilities
Structures and measures of intelligence generalize across
cultures.
Diversity Management
Diversity management is important across the globe.
However, different cultures will use different frameworks
for handling diversity.
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Summary and Managerial Implications
Summary:
Ability
Directly influences employees level of performance.
Managers need to focus on ability in selection, promotion, and
transfer.
Fine-tune job to fit incumbents abilities.
Biographical Characteristics
Should not be used in management decisions: possible source
of bias.
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Summary and Managerial Implications
Diversity Management
Must be an ongoing commitment at all levels of the
organization.
Policies must include multiple perspectives and be long term in
their orientation to be effective.
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Authorized adaptation from the United States edition of OrganizationalBehavior, 14e
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Copyright 2011 Pearson Education,Inc. Publishing as Prentice Hall
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