References: Johnson C 2016 March 3 Socioeconomic And Environ
Referencesjohnson C 2016 March 3 Socio Economic And Environmenta
Referencesjohnson C 2016 March 3 Socio Economic And Environmenta
Referencesjohnson C 2016 March 3 Socio Economic And Environmenta
References Johnson, C. (2016, March 3). Socio-economic and Environmental Impact of Homelessness in Olympia, Washington. Pierce County. Retrieved March 29, 2022, from mpia Ponio, J. (2021, June 27). How Homelessness Affects Society.
Our Father's House Soup Kitchen. Retrieved March 29, 2022, from von Wurden, C. J., & Withrow, A. (2018, May 1). The Impact of Homelessness on Economic Competitiveness | ASP American Security Project. American Security Project. Retrieved March 29, 2022, from Essentials of Organizational Behavior Fifteenth Edition Chapter 2 Diversity in Organizations 1 Learning Objectives 2.1 Demonstrate how workplace discrimination undermines organizational effectiveness. 2.2 Explain how stereotypes function in organizational settings. 2.3 Describe how key biographical characteristics are relevant to OB. 2.4 Explain how other differentiating characteristics factor into OB. 2.5 Demonstrate the relevance of intellectual and physical abilities to OB. 2.6 Describe how organizations manage diversity effectively. 2 Demographics of the U.S. Workforce Learning Objective 2.1 Today’s workforce: Is more ethnically and racially diverse Includes more women and older workers Diversity management must be a central component in organizations The demographics of the U.S. workforce have changed over the last thirty-plus years. Today’s workforce is not only more ethnically and racially diverse, it also includes more women and older workers. Wage gaps persist across genders and racial and ethnic groups. 3 Levels of Diversity Surface-level diversity: differences in age, race, gender, etc. Less significant over time Deep-level diversity: differences in personality and values More important in the long run While surface-level diversity can initially lead to stereotypes and assumptions about others, as people get to know one another, these differences become less significant, and deep-level diversity, such as personality and values, becomes more important. 4 Discrimination and Stereotyping Learning Objective 2.2 Working to eliminate unfair discrimination Unfair judgements based on stereotypes Stereotype threat Concern with being judged negatively based on stereotypes Diversity management includes working to eliminate unfair discrimination. To discriminate is to note a difference between things. Stereotyping is judging someone based on our perception of the group in which that person belongs. Stereotype threat describes the degree to which we are concerned with being judged by or treated negatively based on a certain stereotype. Older workers today are particularly concerned in the recruitment process. 5 Forms of Discrimination in Organizations (Exhibit 2-1) To discriminate is to note a difference between things. While this in and of itself isn’t a bad thing, when we talk about discrimination, we’re usually referring to stereotypes about groups of people and assumptions that everyone in a group is the same. This type of discrimination can be harmful to organizations and employees. Discrimination is one of the primary factors that prevent diversity, whether the discrimination is overt or covert. Recognizing diversity opportunities can lead to an effective diversity management program and ultimately to a better organization. Long Description: The details are as below: Discriminatory policies or practices: Actions taken by representatives of the organization that deny equal opportunity to perform or unequal rewards for performance. Example: Older workers may be targeted for layoffs because they are highly paid and have lucrative benefits. Sexual harassment: Unwanted sexual advances and other verbal or physical conduct of a sexual nature that create a hostile or offensive work environment. Example: Salespeople at one company went on company-paid visits to strip clubs, brought strippers into the office to celebrate promotions, and fostered pervasive sexual rumors. Intimidation: Overt threats or bullying directed at members of specific groups of employees. Example: African-American employees at some companies have found nooses hanging over their work stations. Mockery and insults: Jokes or negative stereotypes; sometimes the result of jokes taken too far. Example: Arab-Americans 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. Example: Many women in finance claim they are assigned to marginal job roles or are given light workloads that don’t lead to promotion. Incivility: Disrespectful treatment, including behaving in an aggressive manner, interrupting the person, or ignoring varying opinions. Example: Female lawyers note that male attorneys frequently cut them off or do not adequately address their comments 6 Biographical Characteristics Learning Objective 2.3 Biographical characteristics include: Age Gender Race and ethnicity Disability Length of service Biographical characteristics, including age, gender, race, ethnicity, disability, and length of service, are some of the more obvious ways in which employees differ. 7 Age The relationship between age and performance is important because: The workforce is aging Mandatory retirement is outlawed The relationship between age and job performance is likely to be important during the next decade for two reasons. First, the workforce is aging. Second, U.S. legislation essentially prohibits mandatory retirement. Research shows that combatting age discrimination may be associated with better performance for the organization as a whole. Most research shows that there is no relationship between age and job performance while some has suggested that older workers perform better. Teams and organizations with age diversity perform better. Older workers have been found to be more satisfied with their work. That is, job satisfaction increases as people age. 8 Gender No difference in job performance between genders Differences in pay, benefits, and rewards Gender bias in selection for certain positions Lack of women in CEO positions Glass cliff While there is no difference in job performance between the genders, there are differences in pay, benefits, and rewards. There are gender biases and stereotypes especially in the selection process. Men are more likely to be selected for leadership roles. Stereotypes may be the foundation of the glass ceiling and the glass cliff. While gender discrimination exists, increasing legislation across the globe is improving the situation. 9 Race and Ethnicity Race: heritage people use to identify themselves Ethnicity: additional set of cultural characteristics Racial and ethnic minorities report higher levels of discrimination in the workplace Some industries are less racially diverse than others Race is associated with biology while ethnicity is associated with culture. Racial and ethnic minorities report higher levels of discrimination in the workplace. Black individuals tend to fare worse than white individuals in employment decisions. Some industries are less racially diverse than others. 10 Disabilities The Americans with Disabilities Act (ADA) requires employers to make reasonable accommodations for people with physical or mental disabilities Hidden disabilities (invisible) The Americans with Disabilities Act Amendments Act (ADAAA) After the Americans with Disabilities Act was passed in 1990, the number of individuals with disabilities in the U.S. workforce rapidly increased. The Act requires employers to make reasonable accommodations for individuals with physical or mental disabilities. Studies show that workers with disabilities receive higher performance evaluations, while at the same time, they also have lower performance expectations and are less likely to be hired. The Americans with Disabilities Act Amendments Act (ADAAA) broadened the impairments for which organizations must provide accommodations. Employees, however, are required to disclose their hidden disabilities to receive accommodations. 11 Other Differentiating Characteristics Learning Objective 2.4 Religion Sexual Orientation Gender Identity Cultural Identity U.S. law prohibits employers from discriminating against employees based on their religion. Even so, religion is still an issue in OB. Organizations in the U.S. are required to provide reasonable accommodations for religious exemptions. Discrimination claims based on religion have been increasing. Discrimination based on sexual orientation and gender identity is prohibited under Title VII of the Civil Rights Act of 1964. Many organizations have implemented their own policies protecting employees on the basis of sexual orientation. In addition, many states and municipalities also have laws to protect employees based on their sexual orientation. Companies are also beginning to establish policies regarding transgender employees. 12 Ability Learning Objective 2.5 Ability: an individual’s current capacity to perform the various tasks in a job Intellectual abilities: abilities needed to perform mental activities Physical abilities: capacity to do tasks that require stamina, dexterity, strength Ability refers to an individual’s current capacity to perform the various tasks in a job. Abilities are made up of intellectual abilities - the abilities needed to perform mental activities - and physical abilities. 13 Dimensions of Intellectual Ability (Exhibit 2-2) The seven most frequently cited dimensions making up intellectual abilities are number aptitude, verbal comprehension, perceptual speed, inductive reasoning, deductive reasoning, spatial visualization, and memory. Long Description: The details are as follows: Number aptitude: Ability to do speedy and accurate arithmetic. Example: Accountant: Computing the sales tax on a set of items. Verbal comprehension: Ability to understand what is read or heard and the relationship of words to each other. Example: Plant manager: Following corporate policies on hiring. Perceptual speed: Ability to identify visual similarities and differences quickly and accurately. Example: Fire investigator: Identifying clues to support a charge of arson. Inductive reasoning: Ability to identify a logical sequence in a problem and then solve the problem. Example: Market researcher: Forecasting demand for a product in the next time period. Deductive reasoning: Ability to use logic and assess the implications of an argument. Example: Supervisor: Choosing between two different suggestions offered by employees. Spatial visualization: Ability to imagine how an object would look if its position in space were changed. Example: Interior decorator: Redecorating an office. Memory: Ability to retain and recall past experiences. Example: Salesperson: Remembering the names of customers. 14 Intellectual Ability General mental ability (GMA) An overall factor of intelligence The Wonderlic Ability Test General mental ability (GMA) is an overall factor of intelligence. That is, the dimensions of intellectual ability are positively correlated such that there is a general factor of intelligence. The Wonderlic Ability Test is used by many organizations in the hiring process to provide inexpensive information on candidates. 15 Types of Physical Abilities (Exhibit 2-3) Research on hundreds of jobs has identified nine basic abilities needed in the performance of physical tasks. Individuals differ in the extent to which they have each of these abilities. To ensure high levels of performance on the job, organizations must match the abilities of the employees with the job requirements. Long Description: The details are as below: Strength Factors: Dynamic strength: Ability to exert muscular force repeatedly or continuously over time. Trunk strength: Ability to exert muscular strength using the trunk (particularly abdominal) muscles. 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 Factors: Extent flexibility: Ability to move the trunk and back muscles as far as possible. Dynamic flexibility: Ability to make rapid, repeated flexing movements. Other Factors: Body coordination: Ability to coordinate the simultaneous actions of different parts of the body. Balance: Ability to maintain equilibrium despite forces pulling off balance. Stamina: Ability to continue maximum effort requiring prolonged effort over time. 16 Implementing Diversity Management Strategies Learning Objective 2.6 Diversity management: makes everyone more aware of and sensitive to the needs and differences of others Diversity management makes everyone more aware of and sensitive to the needs and differences of others. Diversity programs include and are meant for everyone. 17 Attracting and Selecting Diverse Employees Target underrepresented groups Ensure that hiring and promotion is bias free Develop a positive diversity climate Workers prefer organizations that value diversity To enhance workforce diversity, organizations should target underrepresented groups through ads in publications geared toward certain demographic groups, recruiting at universities and colleges with significant members of minorities, and forming partnerships with associations that represent women and minorities. Organizations should also take care to ensure that hiring decisions are bias free and that career advancement decisions are fair and objective. Studies also show that women and minorities have greater interest in employers that make special efforts to highlight a commitment to diversity in their recruiting materials. 18 Diversity in Groups Diversity can both help and hurt team performance Leverage differences for superior performance Watch for faultlines Divisive differences that may split a group into separate groups Does diversity help or hurt group performance? The answer is both – it depends on the characteristic of interest. Diversity in some traits can hurt team performance, but in other cases can facilitate it. Employees and team leaders should look out for faultlines. These are divisive differences that may split a group into separate groups based on these characteristics. These effects can be minimized by emphasizing similarities among members, capitalizing on complementary differences, and sharing a common goal or vision. The conversation of diversity in groups does not just revolve around who makes up the team – how diversity affects interpersonal interactions is critical. 19 Effective Diversity Programs Teach managers about the legal framework for equal employment opportunity and encourage fair treatment of all people, regardless of their demographic characteristics Teach managers how a diverse workforce will be better able to serve a diverse group of customers and clients Foster personal-development practices that bring out the skills and abilities of all workers Effective diversity programs have three distinct components. First, they teach managers about the legal framework for equal employment opportunity and encourage fair treatment of all people regardless of their demographic characteristics. Second, they teach managers how a diverse workforce will be better able to serve a diverse group of customers and clients. Finally, they foster personal development practices that bring out the skills and abilities of all workers. 20 Implications for Managers (1 of 2) Increase awareness of stereotypes Assess and challenge your own stereotypical beliefs Fully evaluate what accommodations a person with disabilities will need and then fine-tune the job to that person’s abilities Seek to understand and respect the unique biographical characteristics of each individual Increase awareness of stereotypes. Assess and challenge your own stereotypical beliefs to increase your objectivity. Fully evaluate what accommodations a person with disabilities will need and then fine-tune the job to that person’s abilities. Seek to understand and respect the unique biographical characteristics of your employees; be fair but individualistic. 21 Implications for Managers (2 of 2) Understand your organization’s antidiscrimination policies thoroughly and share them with your employees Look beyond observable biographical characteristics and consider the individual’s capabilities before making management decisions Strive to promote diversity in recruitment and selection Develop a comprehensive diversity management program Understand your organization’s antidiscrimination policies thoroughly and share them with your employees. Look beyond observable biographical characteristics and consider the individual’s capabilities before making management decisions. Strive to promote diversity in recruitment and selection. Develop a comprehensive diversity management program. Diversity management must be an ongoing commitment that crosses all levels of an organization. 22 Discussion Questions (1 of 2) What can organizations do to encourage employees with hidden disabilities to disclose? Why would this be important to the organization to increase the number of employees disclosing? Could this have an impact on diversity overall? Discussion Questions (2 of 2) When discussing diversity, the advice was offered for organizations to be similar “where it counts” and different “where it counts.” What does this mean and how can organizations implement this advice? 25 .MsftOfcThm_Text1_Fill { fill:#000000; } .MsftOfcThm_MainDark1_Stroke { stroke:#000000; }
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The modern workforce is increasingly characterized by diversity across multiple dimensions, which significantly influences organizational effectiveness, societal integration, and economic competitiveness. As organizations evolve, understanding the multifaceted nature of diversity and implementing strategies to foster an inclusive environment becomes imperative for sustainable success.
In contemplating the socio-economic and environmental impacts of societal issues such as homelessness, Johnson (2016) delineates how marginalized populations, specifically the homeless, affect local economies, healthcare systems, and community cohesion. Homelessness introduces substantial strains on social welfare resources and distorts economic productivity, highlighting the importance of addressing societal inequalities that contribute to such phenomena (Johnson, 2016). These societal challenges underline the necessity for organizations to recognize the broader social context in which they operate, emphasizing corporate social responsibility and community engagement.
Diversity in organizations is not merely about demographic representation but fundamentally about managing differences in a manner that promotes equality and leverages varied perspectives for innovative problem-solving. The demographic shifts within the U.S. workforce—an increase in racial and ethnic minorities, women, and older workers—necessitate comprehensive diversity management strategies (Essentials of Organizational Behavior, 15th Ed., Chapter 2). These shifts underscore the importance of addressing persistent wage gaps and barriers to equal opportunity. Surface-level diversity factors like age, race, and gender are immediately observable; however, deep-level diversity—personality and values—becomes more influential over time, impacting team cohesion and organizational climate (Robbins & Judge, 2019).
Discrimination and stereotyping remain significant barriers to diversity’s potential benefits. Stereotype threat—the concern about confirming negative stereotypes—can adversely affect performance, particularly for older workers or minorities (Steele & Aronson, 1995). Unfair discriminatory practices, whether overt or covert, undermine organizational effectiveness and can foster an unwelcoming workplace environment. Examples include policies that target older employees for layoffs, sexual harassment, intimidation, and exclusionary behaviors that diminish the inclusivity of the workplace (Cox & Blake, 1991). Recognizing these harmful practices is crucial for developing equitable policies and fostering a culture of respect and fairness.
Biographical characteristics such as age, gender, race, ethnicity, and disability status significantly influence workplace experiences. The aging workforce presents both opportunities and challenges; older employees often demonstrate higher job satisfaction and reliability, counter to stereotypes suggesting declining performance with age (Ng & Feldman, 2008). Gender disparities persist in pay and leadership opportunities; although performance differences are negligible, women are underrepresented in executive positions and face biases like the "glass ceiling" and "glass cliff" phenomena (Eagly & Carli, 2007). Racial and ethnic minorities frequently encounter discrimination, which impacts their career progression within predominantly segregated industries (Pager & Shepherd, 2008).
Legal frameworks such as the Americans with Disabilities Act (ADA) and its amendments obligate organizations to make reasonable accommodations, fostering inclusion of individuals with disabilities. Despite these laws, invisible disabilities—like mental health conditions—are often underutilized or undisclosed, limiting the potential for full inclusion. Employers benefit from recognizing diverse intellectual and physical abilities, which can improve productivity and innovation (Schur, Kruse, & Blanck, 2013). For example, matching job requirements with employees’ cognitive and physical capacities enhances performance and retention.
Effective diversity management involves targeted recruitment, unbiased selection processes, and continuous organizational development. Attracting diverse talent necessitates outreach to underrepresented groups through strategic partnerships and inclusive hiring practices. Organizations should cultivate a positive diversity climate where biases are challenged, and differences are appreciated ("Diversity in Groups," 2019). Faultlines—divisive subgroup formations—must be identified and minimized through team-building based on shared goals and commonalities, thereby mitigating potential conflicts (Matthieu & Humle, 2017).
Training managers about legal policies and fostering individual sensitiv