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Chapter 11

Chapter 11. Fairness and Diversity in the Workplace. Module 11.1: 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. Trust.

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Chapter 11

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  1. Chapter 11 Fairness and Diversity in the Workplace

  2. Module 11.1: 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

  3. Trust • Can be undermined by 1) Unmet expectations; 2) Leader behavior; 3) Technology • Extremely hard to rebuild trust • Negative events are more visible & memorable • Greater weight is given to negative events

  4. Organizational Justice • Includes considerations of organizational procedures, outcomes, & interpersonal interactions

  5. Types of Justice Figure 11.1 Types of Justice

  6. 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

  7. 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

  8. 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

  9. 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

  10. Module 11.2: 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

  11. 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

  12. Model of Applicant Decision Making Rational economic model Rational psychological model Person-as-scientist Person-as-machine Individual differences model Organizational fit model Negotiation process model Person-as-judge

  13. The Role of Applicant Reactionsin Selection Figure 11.2 (Anderson et al., 2001)

  14. 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

  15. 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

  16. Affirmative Action (cont’d) • Affirmative action programs (AAPs) can take many forms • Much emotion surrounds AAPs • Favored vs. unfavored employees • Reactions to AAPs Duncan Smith/Getty Images

  17. Conceptual Model of Determinants of Attitudes Toward an AAP Program Figure 11.3 (Kravitz & Klineberg, 2000)

  18. Module 11.3: Diversity • What does diversity mean? • Differences in demographic characteristics, values, abilities, interests, & experiences • Diverse workforce = Fact • Multicultural workforce = Goal

  19. 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

  20. 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

  21. 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

  22. Managing Diversity From the Organizational Perspective • Ineffective models for diversity • Assimilation model • Protection model • Ideal diversity model • Value model Ryan McVay/Getty Images

  23. 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

  24. 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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