Class 3 - Personality & Diversity Posting

Question 1

Personality

Answer 1

• persistent set of characteristics, qualities, and traits that taken together form a unique person
• the sum total of the ways an individual reacts to and interacts with others

Question 2

Three views of person-situation debate

Answer 2

Dispositional Approach - individuals have stable traits/ characteristics that influence behaviour/attitude, predisposed to behave in a certain way

Situational Approach - Characteristics of the work environment influence people’s attitudes and behaviours

Interactionist Approach - People’s attitudes and behaviours are a function of both disposition and the situation

Question 3

Why MBTI is unreliable

Answer 3

• Not reliable across time
• not easy to understand
• cannot be applied to situations
• not valid
• conceptualization

Question 4

Big Five Personality

Answer 4

• Openness to experience: degree of intellectual curiosity, variety
• Consciousness: disciplined, organized and reliable
• Extraversion: sociability, seeking stimulation by being in the company with others
• Neuroticism: vulnerable to unpleasant emotions, prone to stress
• Agreeableness: prosocial and cooperative

Question 5

Core Self Evaluation

Answer 5

Self-esteem: how you view yourself
Self-efficacy: belief that you can do something
Locus of control: internal vs external

Question 6

Self Monitoring

Answer 6

to read and adjust to external, situational factors

Question 7

Diversity Types

Answer 7

Deep Diversity: attitudes, opinions - takes time to emerge
Surface Diversity: sex, gender, age, race - more readily observable

Question 8

Intersectionality

Answer 8

Interconnected social categorizations

Question 9

Case for Diversity

Answer 9

Business case: should value diversity as it is instrumental to organization goals
Moral case: should value diversity as it is morally and ethically sound

Question 10

Benefits of Diversity

Answer 10

Higher quality output, better team decision-making (more opinions, more perspectives), greater team satisfaction

Question 11

Org beliefs about Diversity

Answer 11

Colorblindness, Multiculturalism

Question 12

Tokenism

Answer 12

Hiring a small number of people from underrepresented groups to give the image of racial equity

• increases depression, stress, stereotype and lower job satisfaction
• More hypervisibility and less visibility

Question 13

Gender Pay Gap

Answer 13

Allocative Inequality: Women sort into lower paid occupations & establishments

Valuative Inequality: Female-dominated occupations pay less than male-dominated occupations

Within-Job Pay Inequality: Women receive lower pay than men within the same occupation within the same establishment

Question 14

Bias

Answer 14

Comes from prejudice (feelings), discrimination (behavior), stereotyping (cognition)

Question 15

What can be done

Answer 15

Individual - be a good ally, intervene when witnessing bias
Group - track who does office housework, structure, foster positive diversity mindset
Organizations - opt-out policies, reward DEI work, collect data: make sure people are accountable and aware someone may be scrutinizing them, ,managerial diversity: many people in the managerial range, attract more people to the organization

Question 16

Conditions for perceptual Bias

Answer 16

Time Pressure, Cognitive Load, Low Scutiny, Ambiguity

Question 17

Fighting Bias in Hiring

Answer 17

Blind screening – read resumes without thinking about names when hiring reduces bias
Use pre-criteria
Structured – basically routinizing for the information you intend to extract
Same criteria – avoid bias such as recency bias like the person that was first interviewed
Justify all rankings – promotes accountability