1 work in the 21 st century chapter 11 fairness and diversity in the workplace

1

Work in the 21st CenturyChapter 11

Fairness and Diversity

in the Workplace

2

Module 11.1: Fairness

• Justice & fairness are 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

Organizational Justice

• Includes considerations of organizational procedures, outcomes, & interpersonal interactions

4

Figure 11.1:Types of Justice

5

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

6

Procedural Justice

• Perceived fairness of the process by which rewards are distributed

• Voice: Having possibility of influencing or expressing an objection to a process or outcome

• Has an impact on layoffs & self-esteem

7

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

Deontic Justice

• Deontic Justice

– Form of organizational justice based on what is the correct moral course of action for a company or for an individual

8

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 on applicant reactions to selection procedures

• Applicant reactions have an effect on:– Acceptance/rejection of employment offer– Reputation of organization– Litigation

12

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

13

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

Table 11.1: Research Findings onReactions to Affirmative Action Programs

14

15

Figure 11.2: Conceptual Model of Determinantsof Attitudes Toward an AAP Program

SOURCE: Kravitz & Klineberg (2000)

16

Module 11.3: Diversity

• What does diversity mean?– Differences in demographic

characteristics, values, abilities, interests, & experiences

Table 11.2: A Taxonomy for Describing the Content of Diversity

17

18

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

19

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

Table 11.3: Approaches to Training for Work in International Contexts

20

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

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