organizational Behaviour Chapter Number Two

Organizational Behavior
Nineteenth Edition
Chapter 2
Diversity, Equity, and Inclusion in
Organizations
Copyright © 2023, 2019, 2017 Pearson Education, Inc. All Rights Reserved

Learning Objectives
2.1 Describe the two major forms of workplace diversity.
2.2 Demonstrate how workplace prejudice and
discrimination undermines organizational effectiveness.
2.3 Explain how four major theoretical perspectives
contribute to our understanding of workplace diversity.
2.4 Describe the role diversity plays in the interactions
between people.
2.5 Discuss the implications of cross-cultural matters for
organizational behavior (O B).
2.6 Describe how organizations manage diversity
effectively.

Understanding Diversity (1 of 3)
• Surface-level diversity
– Gender
– Age
– Race
– Ethnicity
• Deep-level diversity
– Values
– Personality
– Work preferences

• Biographical characteristics such as age, gender
identity, race, and ethnicity are some of the most obvious
ways employees differ.
– Gender identity
 Glass ceiling
 Glass cliff
– Gender orientation

OB POLL Gender Pay Gap: Narrowing but Still There
Note: Full-time wage and salary workers. Percentage of annual averages of median weekly
earnings.
Source: U.S. Bureau of Labor Statistics, “Highlights of Women’s Earnings in 2019” (Report
No. 1089, December 2020),
https://www.bls.gov/opub/reports/womens-earnings/2019/home.htm

Prejudice and Discrimination in
Organizations (1 of 2)
• Prejudice is an attitude representing broad, generalized
feelings toward a group or its members that maintains a
hierarchy between that group and other groups.
– Genderism, racism, ageism
• Implicit bias refers to a prejudice that may be hidden
outside one’s conscious awareness.

Prejudice and Discrimination in
Organizations (2 of 2)
• Discrimination involves actions or behaviors that create,
maintain, or reinforce some groups’ advantages over other
groups and their members.
• Disparate impact occurs when employment practices
have a discriminatory effect on a legally protected group of
people.
• Disparate treatment is intentional and represents
employment practices intended to have a discriminatory
effect on a legally protected group of people.

Workplace Discrimination and
Organizational Effectiveness (1 of 2)
Exhibit 2.1 Forms of Discrimination
Type of Discrimination Definition Examples from Organizations
Discriminatory policies or
practices
Actions taken by
representatives of the
organization that deny equal
opportunity to perform or
unequal rewards for
performance.
Older workers may be targeted for
layoffs because they are highly
paid and have lucrative benefits.
Gender harassment Unwanted gender related
advances and other verbal or
physical conduct of a gender
nature that create a hostile or
offensive work environment.
Specific offensive actions against
specific people have been
reported in offices to discourage
continuity
Intimidation Overt threats or bullying
directed at members of
specific groups of employees.
Black employees at some
companies have found nooses
hanging over their work stations.

Workplace Discrimination and
Organizational Effectiveness (2 of 2)
Exhibit 2.1 Forms of Discrimination
Type of Discrimination Definition Examples from Organizations
Mockery and insults Jokes or negative stereotypes;
sometimes the result of jokes taken
too far.
Arab employees have been asked at
work whether they were carrying bombs
or were members of terrorist
organizations.
Exclusion Exclusion of certain people from job
opportunities, social events,
discussions, or informal mentoring;
can occur unintentionally.
Many women in finance claim they are
assigned to marginal job roles or are
given light workloads that do not lead to
promotion.
Incivility Disrespectful treatment, including
behaving in an aggressive manner,
interrupting the person, or ignoring
their opinions.
Women attorneys note that they are
frequently cut off when speaking and
that others do not adequately
acknowledge their comments.
Sources: Based on J. Levitz and P. Shishkin, “More Workers Cite Age Bias After Layoffs,” The Wall Street Journal, March
11, 2009, D1–D2; W. M. Bulkeley, “A Data-Storage Titan Confronts Bias Claims,” The Wall Street Journal, September 12,
2007, A1, A16; D. Walker, “Incident With Noose Stirs Old Memories,” McClatchy-Tribune Business News, June 29, 2008;
D. Solis, “Racial Horror Stories Keep EEOC Busy,” Knight-Ridder Tribune Business News, July 30, 2005, 1; H. Ibish and
A. Stewart, Report on Hate Crimes and Discrimination Against Arab Americans: The Post-September 11 Backlash,
September 11, 2001–October 11, 2001 (Washington, DC: American-Arab Anti-Discrimination Committee, 2003); A.
Raghavan, “Wall Street’s Disappearing Women,” Forbes, March 16, 2009, 72–78; and L. M. Cortina, “Unseen Injustice:
Incivility as Modern Discrimination in Organizations,” Academy of Management Review 33, n o. 1 (2008): 55–75.

Prejudice, Discrimination, and
Diversity (1 of 5)
• Social categorization is a process through which people
make sense of others by constructing social categories, or
groups sharing similar characteristics.
– Ingroups and outgroups

Diversity (2 of 5)
• Stereotyping is judging someone based on our perception
of the group to which the person belongs.
• Stereotype threat describes the degree to which we are
concerned with being judged or treated negatively based
on a certain stereotype.
– Can be combatted by treating employees as individuals
and not highlighting group differences.
• Stigma represents attributes that cannot be readily seen,
are concealable, and convey an identity that is devalued in
certain social contexts.

Diversity (3 of 5)
• System justification theory suggests that group
members may often accept, rationalize, legitimize, or
justify their experiences with inequality, prejudice, and
discrimination compared with other groups.
• Social dominance theory suggests that prejudice and
discrimination are based on a complex hierarchy, with one
group dominating over another and the dominating group
enjoying privilege not afforded to the subordinate group.

Diversity (4 of 5)
• Intersectionality is the idea that identities interact to form
different meanings and experiences.
– Double jeopardy
• Diversity as a cultural mosaic
– Biographical or demographic
– Geographical
– Associative

Diversity Dynamics (1 of 2)
• Group Composition
– Building a team
– Consider:
 Surface-level diversity
 Deep-level diversity
 Functional diversity

Diversity Dynamics (2 of 2)
• A side effect in diverse teams may be fault lines
– Fault lines are perceived divisions that split groups
into two or more subgroups based on individual
differences such as gender, race, age, work
experience, language, and education.

Cross-Cultural OB (1 of 7)
• Hofstede’s Framework
– Power distance
– Individualism versus collectivism
– Masculinity versus femininity
– Uncertainty avoidance
– Long-term versus short-term orientation
• Later
– Indulgence versus restraint

Exhibit 2.3 Hofstede’s Cultural Values by Nation
Note: “Index” refers to the given country’s score on the dimension, 0 = extremely low to 100 = extremely
high. “Rank” refers to the relative ranking of the country compared to the others in Hofstede’s database,
with 1 = the highest rank.
Source: Copyright Geert Hofstede BV, hofstede@bart.nl. Reprinted with permission.

• The GLOB E Framework
– Power distance
– Uncertainty avoidance
– Future orientation
– Institutional collectivism
– Ingroup collectivism
– Gender egalitarianism
– Assertiveness
– Humane orientation
– Performance orientation

Exhibit 2.4 Hofstede–GLOBE Comparison
Hofstede’s Dimensions GLOBE
Power distance: Extent to which a
society accepts an unequal distribution of
power
Power distance: Extent to which a
society accepts an unequal distribution of
power
Uncertainty avoidance: Extent to which
a society feels threatened by and avoids
ambiguity
Uncertainty avoidance: Extent to which
a society seeks orderliness, structure, and
laws to avoid ambiguity
Long-term orientation: Extent to which a
society emphasizes the future and
persistence (versus the present and
change)
Future orientation: Extent to which a
society believes its actions can influence
the future

Exhibit 2.4 Hofstede–GLOBE Comparison
Hofstede’s Dimensions GLOBE
Collectivism: Extent to which a society emphasizes
acting as a tight-knit collective (versus as independent
individuals)
Institutional collectivism: Extent to which a society
supports collective action and resource distribution
Ingroup collectivism: Extent to which a society values
loyalty, pride, patriotism, and cohesion
Masculinity: Extent to which a society favors traditional
masculine roles such as power and control (versus little
differentiation of gender roles)
Gender egalitarianism: Extent to which a society
deemphasizes traditional gender roles
Assertiveness: Extent to which a society emphasizes
confidence and advocating for what one wants
Humane orientation: Extent to which a society values
caring, friendliness, altruism, fairness, kindness, and
generosity
Performance orientation: Extent to which a society
values producing results, excellence, and productivity
Source: Adapted from R. Hadwick, “Should I Use GLOBE or Hofstede? Some Insights That Can Assist
Cross-Cultural Scholars, and Others, Choose the Right Study to Support Their Work,” paper presented
at Australian & New Zealand Academy of Management, Wellington, NZ (December 2011); R. J. House,
P. J. Hanges, M. Javidan, P. W. Dorfman, and V. Gupta, Culture, Leadership, and Organizations: The
GLOBE Study of 62 Societies (Thousand Oaks, CA, 2004): X. Shi Sage and J. Wang, “Interpreting
Hofstede Model and GLOBE Model: Which Way to Go for Cross-Cultural Research?” International
Journal of Business and Management 6, no. 5 (2011): 93–99.

• Cultural tightness-looseness refers to the degree to
which there are clear, pervasive norms within societies, a
clear understanding of sanctions for violating those norms,
and no tolerance for deviating from those norms.
• Religion
– U.S. law prohibits discrimination based on religion, but
it is still an issue, especially for Muslims.

• Expatriate Adjustment
– Organizations should select employees for international
assignments who are capable of adjusting quickly and
ensure they have the support they need for their
assignment.
• Cultural Intelligence (C Q) is a worker’s ability to
effectively function in culturally diverse settings and
situations.

Implementing Diversity Management
(1 of 7)
• Diversity management involves the use of evidence-
based strategies to manage and leverage the inherent
diversity of the workforce.
– Diversity—celebrate rather than denigrate differences.
– Equity—strive to provide access to the same
opportunities for all workers, recognizing that some
people are afforded privileges and advantages while
others are confronted with barriers and obstacles.
 EEO C
– Inclusion—create an environment in which all people
feel valued, welcomed, and included.

(2 of 7)
• Common ingroup identity involves transforming workers’
focus on what divides them to what unites them, changing
perceptions of “us” and “them” to a more inclusive “we.”
• Contact hypothesis proposes that the more people from
diverse backgrounds interact with one another, the more
prejudice and discrimination between the groups will
decrease over time.

(3 of 7)
• Diversity management practices
– Lead for diversity
 Advocate for diversity as a resource.
 Promote positive intergroup interactions.
 Stimulate discussions and conversations among
those of different backgrounds to manage the
organization’s knowledge.
 Encourage continuous reflection of the
organization’s diversity practices, processes, and
goals.

(4 of 7)
• Diversity management practices
– Promote inclusion
 Facilitate belongingness by supporting all workers
as members of the team and including them in
decision making.
 Convey that their uniqueness is valued by
encouraging diverse contributions and helping all
members fully contribute.
– Promote equity
 Demonstrate expectations.
 Communicate policies.

(5 of 7)
• Diversity recruitment and staffing
– Target recruitment messages to specific demographic
groups.
• Diversity training and development
– Tailor training and development to DE I needs.
– Foster trainee motivation.
– Encourage goal setting.
– Consider mentorship programs.

(6 of 7)
• Diversity culture values and prioritizes diversity and
inclusion and believes that it should be fostered within the
organization.
• Diversity climate reflects the shared perceptions of
diversity and inclusion enhancing policies, practices, and
procedures in the organization.

(7 of 7)
• The challenge of diversity management
– Authenticity matters.
– Tokensim can be detrimental.
– Paradoxical effects can happen.
– External environments influence results.

Implications for Managers (1 of 3)
• Strive to be aware of and sensitive to the complex
implications of diversity in your organization.
• Assess and challenge your own beliefs, prejudices, and
stereotypes to increase your awareness of bias.
• Take efforts to root out illegal, discriminatory practices,
both overt and subtle, in your organization.
• Look beyond readily observable biographical
characteristics and consider individuals’ capabilities before
making management decisions.

• Educate your colleagues, subordinates, and others about
both the ethical and business case for diversity to increase
buy-in for diversity management.
• Identify the potential impact of diversity dynamics in your
groups and teams and be mindful of them when
administering assessments, building teams, and resolving
conflict.
• The more you understand and consider differences
between cultural values, norms, and identities, the better
you will be able to adapt to and manage cross-cultural
dynamics in your organization.

• Implement evidence-based best practices when
developing your organization’s diversity management
initiatives, focusing on diversity, equity, and inclusion.
• Strive to develop a diverse culture and climate where
employees feel that diversity, equity, and inclusion are
valued and put into practice and feel safe to contribute as
their authentic selves.
• Be mindful of the fact that diversity management may not
be successful right away. There are many barriers to its
effectiveness, some avoidable (e.g., authenticity and
tokenism) and some unavoidable (e.g., systemic bias, your
organization’s cultural context).

Discussion Questions
1. Think about your workplace (or another organization you
are familiar with). Do you see evidence of prejudice or
discrimination? What form does it take and how does it
impact the organization?
2. How can an understanding of Hofstede’s Framework and
the GLOB E Framework help companies better navigate
a global economy? Consider your response from the
perspective of domestic employees and expatriates.
3. How is your university using DE I strategies to manage
diversity and create an inclusive environment? In your
opinion, what could be done better? Are there situations
in which you still feel prejudice or discrimination?

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organizational Behaviour Chapter Number Two

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