1 chapter 11 fairness and diversity in the workplace copyright © the mcgraw-hill companies, inc
TRANSCRIPT
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Chapter 11
Fairness and Diversity in the Workplace
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Module 1: Fairness
• Justice & fairness used to characterize an event or an exchange relationship
• Trust is a belief in how a person or organization will act on some future occasion
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Trust
• Can be undermined by 1) Unmet expectations; 2) Leader behavior; 3) Technology
• Extremely hard to rebuild– Negative events are more visible & memorable– Greater weight is given to negative events
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Organizational Justice
• Includes considerations of organizational procedures, outcomes, & interpersonal interactions
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Types of Justice
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Figure 11.1Types of Justice
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Distributive Justice
• Perceived fairness of allocation of outcomes or rewards to organizational members
• Definitions of what is “fair”– Merit or equity norm– Need norm– Equality norm
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Procedural Justice
• Perceived fairness of process by which rewards are distributed
• Voice: Having possibility of influencing or expressing an objection to a process or outcome
• Impact on layoffs & self-esteem
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Interactional Justice
• Sensitivity with which employees are treated; linked to extent to which employee feels respected by employer
• Consists of a) informational & b) interpersonal justice
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Justice vs. Injustice
• Injustice, once experienced, leads to:• Retaliation• Reduced effort• Reduced motivation• A lasting impact on attitudes, emotions, & behavior
• Perceptions of justice lead to:• Extra effort• Feelings of inclusion• Feelings of contribution
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Module 2: Practical Implications of Justice Perceptions
• Performance evaluation– Feelings of fairness more a matter of procedural
justice– Feedback process most important determinant
of feelings of fairness– Shift from performance measurement to
performance management
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Applicant Perceptions of Selection Fairness
• Research important on applicant reactions to selection procedures– Acceptance/rejection of employment offer– Reputation of organization– Litigation
• Conclusions based on review of research
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Model of Applicant Decision Making
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Rational economic modelRational psychological model
Organizational fit modelNegotiation process model
Individual differences modelPerson-as-machine
Person-as-scientist
Person-as-judge
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The Rejected Applicant
• Rejection letter should supply plausible reason
• Wording of rejection letter can enhance feelings of justice
• Positive characteristics of rejection letters– Indicate respect for applicant– Indicate more than one principle of justice
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Special Case of Affirmative Action
• EEO Philosophy– All individuals have same opportunity,
allowing success to be dictated by merit
• Affirmative Action– Provides specific mechanisms for reducing
under-representation of particular demographic groups
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Affirmative Action (cont’d)
• Affirmative action programs (AAPs) can take many forms
• Much emotion surrounds AAPs– Favored vs. unfavored
employees
• Reactions to AAPs
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Duncan Smith/Getty Images
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Module 3: Diversity
• What does diversity mean?– Differences in demographic
characteristics, values, abilities, interests, & experiences
– Diverse workforce = Fact
– Multicultural workforce = Goal
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Dynamics of Diversity
• Relational demography– Relative makeup of various demographic
characteristics in particular work groups
• Tendency for work groups to seek homogeneity rather than diversity– Creates trust– Enhances communication– Increases satisfaction, commitment, &
effectiveness
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Dynamics of Diversity (cont’d)
• Group members appear to value homogeneity because in diverse groups:
1. Others don’t agree with your vision
2. Differences in vision are result of value differences
3. Differences in vision lead to disagreements
4. Differences in expertise lead to disagreement about methods
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Diversity From Work Group Perspective
• Group heterogeneity often enhances creative efforts by widening approaches to problem-solving
• Although culturally homogeneous work groups initially perform at higher levels, heterogeneous work groups become more effective over time
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Managing Diversity From the Organizational Perspective
• Ineffective models for diversity– Assimilation model– Protection model
• Ideal diversity model– Value model
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HR initiatives thatsupport Value Model
1. Recruit specifically with diversity in mind
2. Ensure career development is available for every member of organization
3. Provide diversity training
4. Seek input from diverse group members
5. Provide support & networks for diverse group members
6. Develop connections to cultural groups in community
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Leadership & Diversity
• Tendency for group homogeneity places greater burden for managing diversity on shoulders of group/team leader
– Leaders must remember that each group member is an individual
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Permissions
Slide 1: McGraw-Hill Education Digital Image Library, Steve Cole/Getty Images, Source Image ID: SO001375, Filename: 57288.JPG
Slide 9: McGraw-Hill Education Digital Image Library, PhotoDisc/Getty Images, Source Image ID: BU010583, Filename: 65067.JPG; PhotoDisc/Getty Images, Source Image ID: BU010579, Filename: 65059.JPG
Slide 13: Figure 11.2 from Anderson, N., Born, M., & Cunningham-Snell, N. (2001). Recruitment and selection: Applicant perspectives and outcomes. In N. Anderson, D. Ones, H. Sinangil, & C. Viswesvaran (Eds.), Handbook of industrial, work, and organizational psychology, Vol. 1, pp. 200-218; table p. 209, figure p. 213. London: Sage. Reprinted by permission of Sage Publications Ltd.
Slide 16: McGraw-Hill Education Digital Image Library, Duncan Smith/Getty Images, Source Image ID: AA001269, Filename: 69074.JPG
Slide 17: Figure 11.3 from Kravitz, D. A., Klineberg, S. L., Avery, D. R., Nguyen, A. K., Lund, C., & Fu, E. J. (2000). Attitudes toward affirmative action: Correlations with demographic variables and with beliefs about targets, actions and economic effects. Journal of Applied Social Psychology, 30, p. 598. Used by permission of Bellwether Publishing, Ltd.: www.bellpub.com
Slide 22: McGraw-Hill Education Digital Image Library, Ryan McVay/Getty Images, Source Image ID: AA011985, Filename: 75015.JPG