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OrganizationalOrganizationalBehavior, 8eBehavior, 8e

Schermerhorn, Hunt, andSchermerhorn, Hunt, andOsbornOsborn

Prepared byMichael K. McCuddyValparaiso University

John Wiley & Sons, Inc.



prince dudhdatra-9724949948

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Chapter 4

Diversity and Individual Differences

Study questions.± What is workplace diversity, and why is it

important?± What are demographic differences among

individuals, and why are they important?

± What are aptitude and ability differencesamong individuals, and why are theyimportant?




Chapter 4

Diversity and Individual Differences

Study questions ² cont.± What are personality determinants and

differences among individuals, and why arethey important?

± What are value and attitude differences among

individuals, and why are they important?± What does managing diversity and individual

differences involve, and why is it important?




What is workplace diversity,

and why is it important?

Workforce diversity.± The presence of individual human

characteristics that make people different fromone another.

Challenge of workforce diversity.

± Respecting individuals¶ perspectives andcontributions and promoting a shared sense of organizational vision and identity.






Workforce diversity is increasing.Accompanying the increasing diversity isthe possibility of stereotyping.± Demographic characteristics may serve as the

basis for stereotypes.

Workforce diversity can help in buildingcustomer relationships.






Equal employment opportunity.

± Nondiscriminatory employment decisions.No intent to exclude or disadvantage legallyprotected groups.

± Affirmative action.Remedial actions for proven discrimination or statistical imbalance in workforce.





and why is it important?Equal employment opportunity ² cont.± Title VII of the Civil Rights Act of 1964

prohibits employer discrimination with respectto:

Race.Color.

Religion.Sex.National origin.






Managing diversity.± Creating a setting where everyone feels valued

and accepted.

± While groups retain their own characteristics,they will shape and be shaped by organization.

± Any resistance to diversity management mustbe properly addressed.




What are demographic differences among


Demographic characteristics.± The background characteristics that help shape what a

person becomes.Important demographic characteristics for theworkplace.± Gender.±

Age.± Race.± Ethnicity.± Able-bodiedness.






Gender.± No consistent differences between men and

women in:Problem-solving abilities.Analytical skills.Competitive drive.

Motivation.Learning ability.Sociability.






Gender ² cont.

± As compared to men, women:Are more conforming.

Have lower expectations of success.

Have higher absenteeism.Have lower earnings.






Age.

± Older workers «Are often stereotyped as inflexible.

Sometimes complain that their experience andskills are not valued.

Have lower turnover.

Have lower avoidable absences.






Able-bodiedness.

± Despite evidence of effective job performance,most disabled persons are unemployed.

± Most disabled persons want to work.

± More firms are likely to hire disabled workersin the future.






Racial and ethnic groups.

± African Americans, Asian Americans, andHispanic Americans make up an ever-increasing percentage of the Americanworkforce.

± Potential for stereotypes and discriminationcan adversely affect career opportunities.






Important lessons regarding demographic

characteristics.± Respect and deal with the needs and concerns

of people with different demographics.

± Avoid linking demographics to stereotypes.± Demography is not a good indicator of

individual-job fits.




What are aptitude and ability differencesamong individuals, and why

are they important?

Aptitude.

± A person¶s capability of learning something.Ability.

± A person¶s existing capacity to perform the

various tasks needed for a given job.

± Includes relevant knowledge and skills.




What are aptitude and ability differencesamong individuals, and why

are they important?

Aptitude and ability tests may be used as

employment screens in the hiring process.

To be legal, employment tests must

accurately predict job success.




What are personality determinants anddifferences among individuals,

and why are they important?

Personality.± The overall profile or combination of

characteristics that capture the unique natureof a person as that person reacts and interactswith others.

± Combines a set of physical and mentalcharacteristics that reflect how a person looks,thinks, acts, and feels.






Personality determinants and development.± Is personality genetically determined, or is it

formed by experience?± Heredity sets the limits on the development of

personality characteristics.± Environment determines development within

these limits.± Across all characteristics there is about a 50-

50 heredity-environment split.






Personality determinants and development

² cont.± Key environmental factors in personality

development.

Cultural values and norms.

Situational factors.






Argyris¶s immaturity-maturity theory of personality development.± Dependence vs. activity.± Limited behavior vs. diverse behavior.± Shallow interests vs. deep interests.± Short time perspective vs. long time perspective.± Subordinate position vs. superordinate position.± Little self-awareness vs. much self-awareness.






³Big Five´ personality dimensions.

± Extraversion.± Agreeableness.

± Conscientiousness.

± Emotional stability.± Openness to experience.






Social traits.

± Surface-level traits that reflect the way aperson appears to others when interacting in

various social settings.

± An important social trait is problem-solvingstyle.






Problem-solving style components.± Information gathering.

Getting and organizing data for use.Sensation-type individuals.Intuitive-type individuals.

± Evaluation.Using collected information.Feeling-type individuals.Thinking-type individuals.






Problem-solving styles.

± Sensation-feeling (SF).

± Intuitive-thinking (IF).

± Sensation-thinking (ST).

± Intuitive-thinking (IT).






Locus of control.± The extent to which a person feels able to

control his/her own life.± Internal locus of control.

People believe they control their own destiny.

± External locus of control.People believe that much of what happens to themis determined by environmental forces.






Authoritarianism/dogmatism.

± Authoritarianism.Tendency to adhere rigidly to conventional values

and to obey recognized authority.

± Dogmatism.Tendency to view the world as a threatening place.






Machiavellianism.

± Rooted in Niccolo Machiavelli¶s

T he Prince .

± Evokes images of guile, deceit, andopportunism.

± Tendency to view and manipulate otherspurely for personal gain.






Machiavellianism ² cont.± People with a high-Mach personality:

Approach situations logically and thoughtfully.Are capable of lying to achieve personal goals.Are rarely swayed by loyalty, friendships, pastpromises, or others¶ opinions.

Are skilled at influencing others.Try to exploit loosely structured situations.Perform in a perfunctory or detached manner inhighly structured situations.






Machiavellianism ² cont.± People with a low-Mach personality:

Accept direction imposed by others in looselystructured situations.Work hard to do well in highly structuredsituations.

Are strongly guided by ethical considerations.Are unlikely to lie or cheat.






Self-monitoring.± A person¶s ability to adjust his/her behavior to

external, situational factors.± High self-monitors:

Sensitive to external cues.Behave differently in different situations.

± Low self-monitors:Not sensitive to external cues.Are not able to disguise their behaviors.






Emotional adjustment traits.± How much an individual experiences distress

or displays unacceptable acts.± Type A orientation.

Characterized by impatience, desire for achievement, and perfectionism.

± Type B orientation.Characterized as more easygoing and lesscompetitive in relation to daily events.






Personality and self-concept.

± Personality dynamics.

The ways in which an individual integrates andorganizes personality dimensions and traits.

± Self-concept.The view individuals have of themselves asphysical, social, and spiritual beings.






Two aspects of self-concept.

± Self-esteem.

A belief about one¶s worth based on an overallself-evaluation.

± Self-efficacy.An individual¶s belief about the likelihood of successfully completing a specific task.




What are value and attitudedifferences among individuals,


Values.

± Values are broad preferences concerning

appropriate courses of action or outcomes.

± Values influence behavior and attitudes.






Sources of values.

± Parents.± Friends.

± Teachers.

± Role models.

± External reference groups.






Types of values.± Milton Rokeach¶s value categories: terminal

values and instrumental values.± Terminal values.

Preferences concerning the ends to be achieved.

± Instrumental values.Preferences for the means to be used in achievingdesired ends.






Types of values ² cont.± Gordon Allport¶s values categories.

Theoretical values.Economic values.Aesthetic values.Social values.Political values.Religious values.






Types of values ² cont.

± Maglino¶s categories of workplace values.Achievement.

Helping and concern for others.

Honesty.

Fairness.






Value congruence.

± Occurs when individuals express positivefeelings upon encountering others who exhibit

values similar to their own.

± Incongruent values may result in conflicts over goals and the means to achieve them.






Patterns and trends in values.± Movement away from the following values:

Duty.Honesty.Responsibility.Economic incentives.Organizational loyalty.Work-related identity.






Patterns and trends in values ² cont.

± Movement toward the following values:Meaningful work.

Pursuit of leisure.

Personal identity.

Self-fulfillment.





and why are they important?Patterns and trends in values ² cont.± Important work-related values for the present and the

future:Recognition for competence and accomplishments.Respect and dignity.Personal choice and freedom.Involvement at work.Pride in one¶s work.Lifestyle quality.Financial security.Self-development.Health and wellness.






Attitudes.± Attitudes are influenced by values and are

acquired from the same sources as values.

± An attitude is a predisposition to respond in apositive or negative way to someone or

something in one¶s environment.± An attitude is a hypothetical construct.





and why are they important?Components of attitudes.± Cognitive component.

The beliefs, opinions, knowledge, or information a personpossesses.

± Affective component.A specific feeling regarding the personal impact of theantecedents.

± Behavioral component.An intention to behave in a certain way based on specificfeelings.






Attitudes and behavior.± An attitude results in intended behavior, which

may or may not result in actual behavior.± The attitude-behavior relationship is stronger

when:Attitudes and behaviors are more specific.There is freedom to carry out the behavioral intent.The person has experience with the attitude.






Attitudes and cognitive consistency.± Cognitive dissonance.

Describes a state of inconsistency between anindividual¶s attitudes and his or her behavior.

± Cognitive dissonance can be reduced by:Changing the underlying attitude.Changing future behavior.Developing new ways of explaining or rationalizing the inconsistency






Attitudes and cognitive consistency ² cont .

± Dissonance reduction choices are influencedby:

The degree of control a person has over thesituation.

The magnitude of the rewards involved.




What does managing diversity andindividual differences involve,


Dealing with diversity and individualdifferences is one of the most importantissues challenging managers.± Applies in the:

United States.Canada.European Union countries.Several Asian countries.




What does managing diversity andindividual differences involve,


Examples of managing workplace

diversity.± Harvard Pilgrim Health Care.

± Coors Brewing Company.

± Microsoft.

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