DIVERSITY IN

ORGANIZATIONS
(Chapter – 2)
 Levels of Diversity
• Surface-levels Diversity. Differences in easily
perceived characteristics, such as gender, race,
ethnicity, age, disability etc. that do not
necessarily reflect the ways people think or feel
but may activate certain stereotypes.

• Deep-levels Diversity. Differences in values,

personality and work preferences that become
progressively more important for determining
similarity as people get to know one another
better.
 Levels of Diversity

• Discrimination. Nothing of a difference between

things; often we refer to unfair discrimination,
which means making judgments about individuals
based on stereotypes regarding their demographic
groups. It also means creation of undue
differences between genders, ages, family
backgrounds etc., which leads to de-motivation
and may lead to law-suits
 Biographical Characteristics
Biographical Characteristics:
Personal characteristics—such as age, gender, and
marital status—that are objective and easily obtained
from personnel’s records.
Age. Age has both merits & demerits. Employers have
different perception about old and young employees.
It is usually said that age has no direct relationship
with productivity. Older workers have more wisdom,
judgment, experience, strong work ethics and more
commitment towards work. Moreover, they are less
likely to resign, have fewer absences, less turnover
and report higher job satisfaction than the young
ones.
 Biographical Characteristics
Biographical Characteristics:
Gender/Sex. There are few important differences
between men and women that do affect their job
performance; however, these differences should not
be used as discriminatory tool.
Working mothers prefer part-time work and flexible
schedules and telecommuting in order to
accommodate family responsibilities; some sort of
work-life balance.
Research shows that women have higher
absenteeism rate as compared to men, due to family
commitments but this is more so for married women.
 Biographical Characteristics
 Marital Status. Although married female
employees have specific problems that affect
their job; there are indications that they have
fewer absences, undergo less turnover and show
more job satisfaction.
 Tenure/ Seniority. There is positive relationship
between productivity and seniority. Similarly, old
employees have less turnover ‘past history is the
best predictor of future performance’.
 Disability. Disable people may also be
accommodated if they are suitable for the job.
 Ability, Intellect, and Intelligence
Ability:
An individual’s capacity to
perform the various tasks in a job.
Physical Ability:
The capacity to do physical activities.

Intellectual Ability:
The capacity to do mental activities.

General Mental Ability (GMA): An overall

factor of intelligence, as suggested by the
positive correlations among specific
intellectual ability.
 Dimensions of Intellectual Ability
DIMENSION DESCRIPTION JOB EXAMPLE
Number Ability to do speedy and accurate Accountant: Computing the sales tax on a
aptitude arithmetic set of items

Verbal Ability to understand what is read or Plant manager: Following corporate

comprehension heard and the relationship of words to policies
each other
Perceptual Ability to identify visual similarities and Fire investigator: Identifying clues to
speed differences quickly and accurately support a charge of arson

Inductive Ability to identify a logical sequence in Market researcher: Forecasting demand

reasoning a problem and then solve the problem for a product in the next time period

Deductive Ability to use logic and assess the Supervisor: Choosing between two
implications of an argument different suggestions offered by employees
reasoning

Spatial Ability to imagine how an object would Interior decorator: Redecorating an

visualization look if its position in space were office
changed
Memory Ability to retain and recall past Salesperson: Remembering the names
experiences of customers
 Physical Abilities

Physical Abilities:
The capacity to do tasks demanding
stamina, dexterity, strength, and
similar characteristics.
 Nine Basic Physical Abilities
Dimension Dimension Types Description
Strength 1. Dynamic strength Ability to exert muscular force repeatedly or
Factors continuously over time
2. Trunk strength Ability to exert muscular strength using the trunk
(particularly abdomen) muscles
3. Static strength Ability to exert force against external objects
4. Explosive strength Ability to expend a maximum of energy
in one or a series of explosive acts
Flexibility 5. Extent flexibility Ability to move the trunk and back muscles as far
Factors as possible
6. Dynamic flexibility Ability to make rapid, repeated flexing movements
Other 7. Body coordination Ability to coordinate the simultaneous actions of
Factors different parts of the body
8. Balance
Ability to maintain equilibrium despite
forces pulling off balance
9. Stamina Ability to continue maximum effort requiring
prolonged effort over time
 The Ability-Job Fit

Ability-Job
Employee’s Fit Job’s Ability
Abilities Requirements
 Diversity Management Strategies
Diversity Managememnt:
The process and programs by which managers
make everyone more aware of and sensitive to the
needs and differences of others. Diversity is likely
to be more useful if every realizes its importance
and is ready to accept it.
 Diversity Management Strategies
Atttracting, Selecting, Developing and
Retaining Diverse Employees:

• Effective tools, common to attract diverse labor

market.
• Appropriate selection tests/tools.
• Appropriate training and development tools.
• Career growth opportunities.
• Appropriate work setting to acceptable by all.
 Diversity Management Strategies
Diversity in Groups:
• Diverse workforce has a lot of opportunity for
innovation and positive synergy.
• People learn from each other.
• If not managed, it may hurt group performance.
• Transformational leaders (who emphasize on
higher-order goals and value their leadership
style achieve better team results
 Diversity Management Strategies
Effective Diversity Programs:
• Educate managers on EEO.
• Emphasize on benefits of diversity in both
formal and informal sessions/meetings.
• Foster personal development practices and
acknowledge value of diverse talent.
• Continuous diversity training to be included in
the annual training program.
• Look for any barriers for equal opportunity for
advancement.
Thank You