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HRM > Diversity > Flashcards

Diversity Flashcards

1
Q

CIPD-

A

‘important aspect of good people management’

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2
Q

Diversity is..

A

Where difference is recognised and emphasises, but not actively leveraged to drive success.

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3
Q

CIPD ‘inclusive working environment’..

A

is where ‘everyone feels valued… no matter their background, identity or circumstances’

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4
Q

Frameworks and policies-

A

developed by senior HR but often delivered by line management, needs ALL staff

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5
Q

Where did it start?

A

Extended from EOs from the 1970’s onwards, who protected a limited number of groups via law = narrow?, should embrace beyond legal requirement (CIPD 2010)

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6
Q

Jewson and Mason (1986) The Liberal Approach

A

all people have the right to ‘universally applicable standards of justice and citizenship’(Bloisi (2007)

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7
Q

Jewson and Mason (1986) The Radical Approach

A

positive discrimination is sometimes used as intervention is acceptable to achieve equality

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8
Q

(Cockburn, 1989)

A

Long-term strategies are needed to achieve fairness in opportunities. (argued)

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9
Q

3 Main drivers of diversity

A
  1. Social and Moral case (ethics) 2. legal case (fines, repuation) 3. Business case- to perform better
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10
Q

15% of adults

A

have an impairment, or dyslexia

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11
Q

Diversity can be applied to:

A

Culture, strategy, training, L&D, recruitment and selection

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12
Q

Culture can be achieved by:

A

Managers embracing, commitment to L&D for staff, workforce data analysis/monitoring, promotion, surveys

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13
Q

Neurodiversity

A

The natural range of differences in human brain function, e.g. dyslexia

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14
Q

10% of the population is

A

Neurodivergent

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15
Q

Low-cost reasonable adjustments can be made new hires:

A

Extra assessment time, flexible working arrangements, short/clear questions in interviews and discussions, role adjustments (extra time).

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16
Q

Adjustments to employees:

A

adjustments to workplace (e.g. private office), not overloading with work, monitoring progression, those with acute sensroy sensitivity (bright lights, quite places, allow headphones.

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17
Q

Segments:

A

Employer brand (case studies), Recruitment and selection (clear on job descriptions), Statement, Change in interviews (training)

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18
Q

Induction and on boarding:

A

Clear, comprehensive, provided in advance and offered in various formats, 1-2-1 sessions, comfort breaks are important

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19
Q

Harmonious working environments:

A

All levels need to combat predujice and have 0 tolerance to bullying

20
Q

Direct:

A

Less favourable treated.

21
Q

Indirect:

A

requirements are set that adversely impacts particular group members disproportionately (less able to meet criteria)

22
Q

Harassment/bullying:

A

behaviours have ‘the purpose or effect of violating people’s dignity or creating an intimidating, hostile, degrading.. environment’

23
Q

Victimisation:

A

Treated less favourably/harassed due to brining up a claim/ complaint against an employer or representitive

24
Q

The Equality Act 2010, harmonised the individual legislation:

A

Duty to make ‘reasonable adjustments’ to support people with a disability.

25
Q

9 protected characteristics:

A

Age, sex, gender reassignment, sexual orientation, marriage, gender reassignment, pregnancy

26
Q

Equality:

A

Make sure people are not disadvantaged, discriminated against or excluded from participation

27
Q

Law: Gender Pay Gap

A

Organisations over 250 workers have to publish salaries, gender pay is calculated from the ‘snapshot date’ of av. pay.

28
Q

Gender Pay Gap 5th April 2018- 2019

A

2018- 78% of firms pay men more than women, only 8% had no pay gap, 2019- 74% pay men more, 12% no pay gap

29
Q

Legislation:

A

Employment Equality (religion and beliefs) Regulations 2003, The Equal Pay Act 1970, Human Rights Act 1998, Article 10- freedom of expression.

30
Q

Diversity also..

A

Improves motivation and engagement- cannot assume everyone will need the same development (LNA)

31
Q

Performance appraisal- Inclusive or exclusive..

A

Inclusive- Everyone deserves to be developed, exclusive is only those who work hard/talented - there is a need to develop other groups, people need different performance measures

32
Q

unfair treatment is a..

A

cause of conflict, important to address perceived and actual issues, not ‘one size fits all’

33
Q

Psychological contract..

A

easily damaged via feelings of unfairness, difficult to repair

34
Q

Kent Police case for treatment..

A

Asian officer won case on the charges of victimisation and racial discrimination. It was found that a grievance in 2014 had not been properly investigated and he was found to be treated differently after the grievance.

35
Q

31% of young women..

A

reported sex discrimination whilst being at/looking for work

36
Q

Starbucks employee case

A

A tribunal found that Meseret Kumulchew had been discriminated against after making mistakes at work due to dyslexia. She had trouble with reading, writing, telling the time Accused of falsifying the documents after making genuine mistakes, and she was left feeling suicidal.

37
Q

Motivation theory..

A

Maslow’s hierarchy of needs- esteem needs, feeling of accomplishment, self-actualisation- achieving potential. Herzberg two-factor theory- job satisfaction as a motivating factor e.g. empowerment. Adams equity theory- balance from the outputs the employee gets e.g.- recognition, effort etc.

38
Q

Sky’s women in leadership programme

A

Committed to engage 50% of women in leadership roles by 2020, and is reported to be on the right track to doing so.

39
Q

Definition:

A

Where difference is recognised and emphasises, but not actively leveraged to drive organisational success

40
Q

Main drivers of diversity:

A

changing legislation around ‘fairness at work’, globalisation, changing expectations from employees, changing social perspectives, recognition of benefits, longer life expectancy (macroevironment)

41
Q

Difficulties not being diverse:

A

lack of innovation, legal action (opposite of 3 cases), demotivation, staff turnover - go to competitors?, lack of engagement/bad people management (CIPD), non-agile, miss out on talented people, psychological contract broken, social media backlash, repuation

42
Q

Who is involved in embedding diversity?

A

Everyone, r & s- better training for interviews, embracing of line managers, all workers have a 0 tolerance approach to bullying, Marketing- employer brand, a statement, CEO/managers put the idea into strategy, L&D segment, managers for performance appraisal

43
Q

Which practices might result in discrimination?

A

Lack of understanding (starbucks), failure to comply with the law (gender pay/reasonable adjustments), indirect/direct (e.g. job descriptions), victimisation, ‘exclusive’ approach to L&D/promotions, negative culture, ignored conflict/problems that are actual or perceived, bad people management, no consequences for employees

44
Q

Strengths of neurodiversity:

A

Ability to spot trends, data-driven thinking.

45
Q

CIPD podcast-

A

People who are featured working, in the company website and throughout can determine how inclusive a company is, as it may deter people from applying

HRM (6 decks)

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