Chapter 3: Diversity Flashcards
Workforce diversity
differences among recruits and employees in characteristics such as gender, race, age, religion, cultural background, physical ability, or sexual orientation.
Strategic and Competitive Advantages of Diversity
- Cost Argument
- Resource-Acquisition Argument
- Marketing
- Creativity and Innovation
- Problem-Solving
- System-Flexibility
diversity climate
- how well an organization advocates for fair HR policies, promotes equal opportunities, and fosters inclusion
Organizational Climate Perceptions
- employees’ shared perceptions of an organization’s policies, practices, and behaviors
- influenced by communication, leadership, and HR practices
Trust Perceptions
ability (the competence of leadership)
benevolence (leaders’ caring nature)
integrity (adherence to acceptable values)
- trust among coworkers is equally important
Perceived Organizational Support (POS)
o employees’ belief that the organization values their contributions and cares about their well-being.
norm of reciprocity: leads to a sense of responsibility toward the organization’s success
o influenced by supervisors’ support, fairness in organizational procedures, and favourable work conditions
Signaling Theory in Hiring
o Job applicants interpret recruitment experiences as signals about the organization.
o Discriminatory or invasive questions during recruitment may signal a lack of professionalism.
Perceptual Challenges in Interviews
- Interviewers often compare applicants to an ideal stereotype.
Primacy Effect: Early information in an interview has a disproportionate impact on decisions.
- negative information tends to outweigh positive information.
Contrast Effects: Previous interviews can affect perceptions of current candidates.
Benefits of Structured Interviews
Improve validity by using standardized evaluation, job-related questions, and consistency across candidates
Rater Errors (6)
o Morning Bias: favoring early starters
o Leniency: Tendency to rate performance too positively.
o Harshness: Tendency to rate performance too negatively.
o Central Tendency: Avoiding extremes, with most ratings in the middle.
o Halo Effect: Rating on one trait influences perceptions of other traits (can be positive or negative).
o Similar-to-Me Effect: Raters may favor employees similar to themselves.
Behaviorally Anchored Rating Scale (BARS)
o A rating scale with clear, specific behavioral examples for various performance levels (good, average, poor).
o Aims to reduce perceptual errors and improve rating accuracy by providing tangible examples.
Frame-of-Reference (FOR) Training
A method for reducing biases and improving rating accuracy.
Raters learn about performance dimensions and are given examples of good, average, and poor performance.
Raters practice making evaluations and receive feedback to improve accuracy.
