Diversity & Inclusion

Question 1

Meta Analysis

Answer 1

a method where researchers gather data from every possible study and statistically pool results to examine overall patterns

Question 2

Allports Intergroup Contact Hypothesis

Bedingungen
Extra
Mechanisms

Answer 2

1. Equal Status Between Groups: Members of the contact situation should not have an unequal, hierarchical relationship (e.g. teacher/student, employer/employee). Both groups perceive the other to be of equal status in the situation.
2. Common Goals: Members must reply on each other to achieve their shared desired goal. To have effective contact, typically groups need to be making active effort toward a goal that the groups share.
3. Intergroup Cooperation: Members should work together in a non-competitive environment. According to Allport (1954), the attainment of these common goals must be based on cooperation over competition.
4. The Support of Authorities, Law, or Custom: The support of authorities, law, and custom also tends to lead to more positive intergroup contact effects because authorities can establish norms of acceptance and guidelines for how group members should interact with each other.
   Legislation, such as the civil-rights acts in American society, can also be instrumental in establishing anti-prejudicial norms (Pettigrew and Tropp, 2005).

• Although originally studied in the context of race and ethnic relations, the contact hypothesis has applicability between ingroup-outgroup relations across religion, age, sexuality, disease status, economic circumstances, and so on. More positive effect on e.g and heterosexuals and non-heterosexuals, smallest contact effects happened between those with and without mental and physical disabilities

Mechanisms:
- Reduced outgroup fear and anxiety, and empathy (not sympathy)
- not just increased knowledge

Question 3

H&M Interview: What is important after such an incident?

Answer 3

• Ezinne Kwubiri, Head of Diversity & Inclusion for H&M North America
• Facing the reality of what it was
• Listen to feedback from customers and react to it (but not on a short-term but rather on a long-term basis: what are the processes we need to put in place)
• similar to most organizations you would assume that diversity and inclusion live within your values, but wanted it to be more intentional —> that it was an actual area infusing into every single part of the business so it’s long lasting
• Her actual (job) position may have been the immediate response to the sweater incident, but that is long going to live past that. Hopes that people start to see that it is an authentic reaction

Question 4

How many domestic workers?

Answer 4

100.000.000 ( no insurance, health protection)

Question 5

What is the the tripple bottom line?

Answer 5

• People
• Profit
• Planet

Question 6

What happened in 2020 with the female representation in paid work?

Answer 6

It dropped as females were especially effected by the pandemic (Staying home to take care of children)

Question 7

Diversity VS Inclusion

Answer 7

Diversity
- The “what”
- socio demographic categories (born with)
- Also preferences & perspectives (evolve, change)

Inclusion
- The “how” (how are we doing it? How are we including?
- An environment where persons feel a sense of belonging
- feel authentic
- an environment where person can utilize their knowledge, skills and abilities

Question 8

What are affinity groups?

Answer 8

Groups in which members hav something in common
- Womens Club
- Marketing Club for Asians

Question 9

What is Diversity & Inclusion?

Answer 9

The mission, practices, and strategies a company puts in place to support a diverse workplace
Can focus on: employee attraction, onboarding, gaining a competitive advantage

Question 10

What kind of social groups exist? What is social identity complexity about?

Answer 10

• most individuals are simultaneously members of multiple social groups
• Majority of research is on single ingroup-outgroup categorization, however most people have multiple identity groups
• Representation of ones ingroups has effects on the self-concept and nature of relationship between self and others
• studies support the prediction that social identity complexity is affected by stress and is related to personal value priorities and to tolerance of outgroup members.

Multiple crosscutting group memberships and social identity complexity
- Individuals belong to multiple social groups and to groups of four different types: intimacy groups, task groups, social categories and loose associations
- Intimacy groups and small task groups: interpersonal connections and face-to-face interactions among group members, based on common bonds or personal ties
- Large task groups and social categories (common identity groups) are likely to be based on symbolic attachment to the groups as a whole

• Social identification is a process of depersonalization, people come to perceive themselves more as the interchangeable exemplars of a social category than as unique personalities
• Social identity theory applies primarily to large, collective ingroup identities

Question 11

What are the four alternative structures of multiple in-group representations? Types & conclusion

Answer 11

(a) Intersection (female lawyer)
- achieve simultaneous recognition of more than one social identity and maintain a single ingroup representation by defining ingroup as the intersection of multiple group memberships
- intersection model of ingroup representation corresponds to the conjunction/dissimilarity pattern or social exclusion pattern

(b) Dominance (Lawyer, Female lawyer describes what kind of lawyer)
- Adopt one primary group identification to which all other potential group identities are subordinated
- Ingroup is defined as those who share membership in this primary ingroup category
- Other category memberships are essentially not social identities at all but simply aspects of the self as member of the primary group
- Those who share the dominant category membership are treated as ingroup members; those who are not in the category are out groupers
- within the ingroup category further differentiations may be made based on other shared identities
the woman lawyer may feel closer to other lawyers who are female than to those who are male, but she is still more identified with male lawyers than with females who are not a part of her profession.
- All lawyers fellow in-group membersBeing a woman (or sailor, or Yale Law School graduate, etc.) is a charac- teristic that describes what kind of a lawyer she is, what makes her more or less similar to others in her ingroup category

(c) Compartmentalization (lawyer or female)
- more than one group identity is important to an individual as a source of social identity, multiple identities can be activated and expressed through a process of differentiation and isolation
- Identities are used context specific or situation specific
- multiple nonconvergent identities are maintained, but the individual does not activate these social identities simultaneously
- may be situations in which more than one categorization is relevant and salient in that case: who share both ingroup identities with the self are evaluated more positively

(d) Merger ( Female Lawyer, Lawyer, Female)
- non-convergent group memberships are simultaneously recognized and embraced in their most inclusive form
- ingroup identification is extended to others who share any of one’s important social category memberships
- social identity is the sum of one’s combined group identifications
- merged ingroup identity is necessarily highly inclusive and diverse
- The more social identities the individual has, the more inclusive the definition of ingroup becomes, to the point where no sharp in- group–outgroup distinctions are made

Conclusion
- Individuals who live in a multicultural society that embraces integrationist ideology have more complex representations of multiple identities than individuals who live in a monocultural / stratified society
- Individuals who have a high need for closure or value motivational goals that emphasize maintenance of status quo will have a simpler representation of the interrelations between their ingroups than individuals with the opposite motivations

Question 12

Social Identity definition Tajfel

Answer 12

Knowledge that you belong to certain groups, and attach value and significance to those memberships

Question 13

Self-discrepancy theory

Answer 13

„Is this really me?“ - when someone is doing somethimg which is not really matching their identity
Diskrepancy between actual self and what aim to be

Question 14

Benevolent sexism

Answer 14

Not intended sexism/ment well but nevertheless sexism

Putting woman not on project because it might be to stressfull due to their children, thinking doing a favor

Question 15

ASA

Answer 15

Attraction Selection Attrition

Question 16

What can unequal power relations result in?

Answer 16

• stigmatization
• prejudice
• discrimination,
• and pressures on less powerful groups to assimilate to the norms of the powerful group.
• Members of less powerful groups may respond to unjust treatment with resentment and emotional exhaustion.
• For the organization, these personal reactions can reduce organizational commitment and productivity and, eventually, even increase turnover.

Question 17

From what kind of resources can power be derived?

Answer 17

individual, interpersonal, organizational, and societal levels of analysis. (Ragins, 1987)

Examples:
o Interpersonal: Contacts “My dad knows the CEO”
o Organization: HR better than Finance, Positional Power

Question 18

What are power sources?

Answer 18

sources/properties that determine the ability of a group to influence behavior and achieve group objectives.

Question 19

How can unequal power relations be reduced?

Answer 19

• positive contact under conditions of equality can lead to positive intergroup relations
  –> to make positive specific initiatives/components are required

Three pronged approach:
1. Statistics to identify areas of inequality
- Remove mechanisms that arbitrarily favor privileged groups is less likely to cause a negative backlash than introducing preferential selection mechanisms favoring historically excluded groups.
- Share information with employees which HR interventions are created
2. Training to address interpersonal aspects of intergroup relations
- facultative intense trainings
- light version -> mandatory

3. Community action
   -> Long term effect, attracts the best and brightest members

• Find overlapping group interests (privileged and not privileged group) to reduce extent to which privileged groups resist equalizing initiatives as these programs question legitimacy of their material position and thus threatens their interests.

Question 20

What are the main messages from Octavius Black?

Answer 20

• we want to connect with people that are similar to us (same name we reply more often to emails, reusing your towel example in hotel) Normal to create groups that are alike, but have a lot consequences: when you have ingroups you have outgroups.
• Harrasment is bad but ostracism (leaving them out at all) is even worse:
• What should we do about it? - Sweden experiment: student split up in female, male and mixed —> mixed gender perfromed better but inclusion led to improvement nad not diversity
• What should we do about it? Not only increase Diversity but INCLUSION - Sweden experiment: student split up in female, male and mixed —> mixed gender perfromed better but inclusion led to improvement nad not diversity
• Unconcious bias: very hard to change - important to think of differneces as something interesting/something you can learn from
  —>Trigger reactions can lead you to not giving people a chance —> a part from that feature maybe you can lear a lot about them or value other features
• Micro signals: Micro aggressions, when checking phone eg instead of contributing sends a little signal
• Pivoting: - what could you do about in such as situation? Address situation and Make a connection between the two
  In General tip: Look for the others do not look for the same

Question 21

What is intersectionality?

Answer 21

Intersectionality:
An analytical framework for understanding how aspects of a person‘s social and political identities cobine to create different modes of discrimination and privilege.

black woman, asian woman etc

Question 22

What is stereotype threat?

Answer 22

• Stereotype threat is the concern or worry about confirming negative stereotypes targeting the group to which one belongs

Question 23

What is Domain Avoidance

Answer 23

• Domain avoidance happens when individuals avoid situations or activities in which they risk confirming negative stereotypes

Question 24

What is the Technology Acceptance Model?

Answer 24

• Technology Acceptance Model (TAM) determines technology use behavior by behavioral intention, which is then jointly predicted by two main factors: perceived ease of use and perceived usefulness.

Question 25

What did the study about exploring the relationship between stereotype threat and technology use among older adults show? And what are the recommendations?

Answer 25

–> both models were confirmed by results
- The experience of stereotype threat was indirectly associated with less frequent technology use in this age group
- Stereotype threat was associated with lower expectations about how easily one will use technology
- Performance expectations mediate stereotype threat effects on task performance
- Stereotype threat raises anxiety levels among older adults
- Anxiety was then related to decreased perceptions about the ease of using technology
- Stereotype threat was negatively and indirectly associated with perceived usefulness and technology use intention and behavior

Recommendations
- Interventions aiming to promote technology acceptance and usage by older adults should prioritize perceived ease of use
Reduce stereotype threat effects on task performance through:
- Exposure to ingroup role models who are successful in the stereotyped domain
- Informing members of stereotyped groups about the effects of stereotype threat
- Positive intergenerational contact, either experienced or imagined

Question 26

Author of Stereotype Threat article

Answer 26

Mariano et al

Question 27

Sketch the map from stereotype threats

Answer 27

See notes

Question 28

Attribution Bias

Answer 28

• tendency to explain a person’s behaviour by referring to persons Charakter by referring to their character or their characteristics rather than any situational factor.
• leads us to overestimate the weight of someone’s internal factors, and underestimate the influence of their situations/circumstances.

Question 29

Microaggresions

Answer 29

• common, every verbal, behavioral or environmental slights that communicate hostile, derogatory, or negative attitudes toward marginalized groups
• intentional or unintentional
• eye contact, ableist language

Abalist language: “SUFFER from querschnittsgelähmung” , “FELL pregnant”

Question 30

What are factors that influence Perception?

Answer 30

Situation
- e.g. how stressed you are in a day
The Perceiver
- how much have you been in contact and in which context
- relation ship to the group: working with group, being client of the group …
The Target

Question 31

What is Misattribution?

Answer 31

When we unknowingly make assumptions about someone based on a single trait
E.g.: Assuming someone who speaks slowly is also witted. Assuming all females a re high in sensitivity

Question 32

Perceptual errors that lead to bias

Answer 32

Stereotyping: judging someone on the basis of one’s perception of the group to which that person belongs

Prejudice: an unfounded dislike of a person/group based on their membership to a specific stereotyped group - more regarding attitude toward something/someone and dislike them because of that.

We all hold implicit stereotypes and sometimes prejudices and are unaware of that

We unconsciously make judgements (positively or negatively) of others based on limited information.

Short cuts as individuating everyone is not practical –> how brain works

Question 33

Who said that? “The human mind must think with the aid of categories…Once formed, categories are the basis for normal prejudgment. We cannot possibly avoid this process. Orderly living depends on it.”

Answer 33

Allport

Question 34

What does IAT mean?

Answer 34

Implicit Association Test

Question 35

What are connectors?

Answer 35

Colour of cards : black pik und kreuz, red heart and diamonds
Color of people

Question 36

How does IAT work? And how can it be improved?/Criticism

Answer 36

• Connectors let us simplify things: red - diamonds&hearts black: pik and Kreuz
• Can be translated to test other concepts/categories: black vs white, heterosexuality vs not hetero etc.
• Measures the strength of associations between attributes (like good and bad) and groups.
• Brief IAT
• Gives measure about what is going on in mind what we can not see

How can it be improved:
* just a scratch of what we can find out, very rough measure —> need to improve, hope for improvements of tinstruments to measure

Criticism
good: measures explicit and implicit attitudes/biases
neg: sensitive to social context in which you are in

Anthony Greenwald ?

Question 37

Why and when is implicit racial bias linked to abusive supervision? The impact of manager racial microaggressions and individualized consideration

Answer 37

o Abusive supervision: a subordinate’s perceptions of the extent to which supervisor engages in “the sustained display of hostile(feindlich) verbal and nonverbal behaviors, excluding physical contact towards him/her over time.
- Differs from workplace aggression / bullying as there is an attempt to harm
o Individuation: managers who pay more individual attention to followers, focus on followers’ unique motivations, and see followers as a whole person rather than as a member of a group (part of transformational leadership)

CHECKS:
does implicit bias translate into behaviour ?
- in mixed-race dyads, a manager’s implicit racial bias associated with racial microaggressions? –> subsequently, subordinates’ perceptions of the degree to which that manager is an abusive supervisor.
- individualized consideration lessens the effect ?

RESULT
i. Positive relationship between manager implicit racial bias & abusive supervision through micro aggressions (for mixed race dyads, not same race dyads)
ii. Relationship is lessened by individualized consideration–a moderator of the mediated effect of manager racial microaggressions on bias and abuse. Employees experience the most racial microaggressions when managers hive higher racial bias and are low on individualized consideration.

SOLVE?
1. If you act against your implicit biases, you can change behaviour
a. One way: transformational leadership
–> which includes individualized consideration!!

YOU CAN WORK ON BIAS

Question 38

Effects of Implicit Biases in the Workplace
Effects in
PHYSICAL APPEARANCE
Weight:
Height:
Physical attractiveness:

SEXUAL ORIENTATION
Homosexuality:
Gay & Earnings:
lesbians Earnings:
transgender men& earnings:
transgender woman & earnings:

PARENTHOOD
Working mothers:
Working fathers taht shared equal parenting responsibilities:
Non traditional parenting dynamics:

RACE
Black biases:
Arab biases:
Asian biases:

Answer 38

PHYSICAL APPEARANCE
Weight: negative evaluation
Height: positive evaluation
Physical attractiveness: positive evaluation (but subjective)

SEXUAL ORIENTATION
Homosexuality: less likely to be hired
Gay & Earnings: gay approximately same earnings
lesbians Earnings: increase in earnings
transgender men& earnings: increase in earnings
transgender woman & earnings: decrease

PARENTHOOD
Working mothers: less effective parents when working in male dominated fields
Working fathers: shared equal parenting responsibilities: less commited, fireable, competent, but FATHER PREMIUM (enoch aufm job and nice with children, not applied to women)
Non traditional parenting dynamics: men and women express dislike

RACE
Black biases: resumes with white sounding names 30% more call-backs (racist or similarity-attraction hypothesis
Arab biases: resumes Arabian sounding names 50% less call-backs
Asian biases: less likely to be promoted in higher positions, good for lower positions

Question 39

Social categorization (in-group & out-group) can be based on…

Answer 39

• socio demographic
• prefernces and perspectives

OR

apparent or mostly visible, such as race, ethnicity, gender, age, physical ability,
not be so obvious, maybe invisible as sexual orientation, gender, identity, religion, mental illness

Question 40

Stereotype
Prejudice
Discrimination

Answer 40

Stereotype: Judging someone on the basis of perception of the group to which person belongs
Prejudice: affect/emotion that arises due to specific attribute/group, dislike
Discrimination: Discrimination refers to the unequal treatment of individuals or groups of individuals

Question 41

Who uses stereotypes and who gets stereotyped?

Answer 41

• Everyone uses but not everyone gets stereotyped
• typically those who belong to “default” group of societies get less stereotyped
• Often stereotypes are self- applied –> stereotype threat, self fulfilling prophecy

Question 42

What is the similar-attraction hypothesis?

Answer 42

You like what is similar to you

Question 43

What was the result of th description research project?

Answer 43

Whites paired with whites: less questions and more likely to ask about race

Whites paired with blacks: need more questions and less likely to ask about race

When others open up conversation about race 92% also ask about race
When others do not ask about race 26% ask

On Avg. Black observers rate people less prejudiced when asking about race
White Observers rate people that ask about race as more prejudiced

–> Elephant in the room, Ignoring systematic differences

Question 44

What is the name of the women who talks about implicit biases?

Answer 44

Mahzarin R. Banaji

Question 45

What does Mazarin R. Banaji say about what we can do about implicit biases?

Answer 45

We have to have short-cuts to simplify complex world
—> Implicit biases
* Thumbprint of culture on our brains

Can you change them?
* mandatory training does not workd (no effect or reverse effect)
* But if you do volunatry and make it interesting and smart then effect maybe - people need to be open to change

• We know that changes happen when individuals and organizations work together: we need to have understanding that we have biases and we need to adapt processes
• need to hold two groups of people responsible: senior people in organization (what do they change in processes:recruiting, promotion, dealing with clients, run team)
  & Indiviual has to step up and do their part everyday
• often focus on presence of diversity but it is more about inclusion because after hiring mmight leave again if environment is not good/incluion not good
• Starbucks signal with day something good but it is more to make people giv eup their prevelige

Question 46

Subtle discrimination in the workplace Individual-level factors and processes.
Anlass
What is Discrimination
Chapter theme

Answer 46

ANLASS
Racial minorities still have far fewer career opportunities than Whites, women earn only 78 cents for each dollar earned by men, in addition, religion, LGBT individuals and age are critical and factors in hiring and promotions within many organizations

DISCRMINATION
- Discrimination refers to the unequal treatment of individuals or groups of individuals
- Discrimination can also result in some groups being treated in favour (not that often)
- Discrimination can accure at varying levels, including interpersonal, institutional, and cultural

Focus of chapter is subtle discrimination in workplace
- Subtle discrimination is less obvious, even unintentional, examine at interpersonal level

FUNDAMENTAL CONCEPTS: Stereotype and Prejudice
- Stereotypes: beliefs about traits, attributes, and characteristics ascribed to various social groups; makes information processing simpler
- Stereotype content may include some accurate assumptions and justifications
- Stereotypes can arise based on conflict, differing levels of power, distinct social roles or as a way justifying social hierarchies

Stereotypes -> cognitive component
prejudice -> affective component

• Prejudice: marked by emotion that is aroused when interacting with people of distinct social groups
• Prejudice is the perception of threat; type of threats that can elicit prejudice include threats to value resources, to self-preservation, and to personal value systems
• content of stereotypes has changed over time, becoming more favourable towards racial and ethnic minorities , also gender roles and LGBT less stereotypes
• stereotype can be captured by two dimensions: warmth (determined by intergroup competition) and competence (predicted by status)

Question 47

What is subtle discrimination?

Answer 47

• Subtle discrimination is less obvious, even unintentional, examine at interpersonal level

Question 48

At what levels can discrimination occur?

Answer 48

Discrimination can accure at varying levels, including interpersonal, institutional, and cultural

Question 49

Perspective Taking

Answer 49

• “walking a mile in another’s shoes”
• Listening, writing exercises, virtual reality software
• Diversity training is helpful to race-based perspective training, but more impactful is the experience of having friends of another race (Davies, Tropp, Aron, Pettigrew, & Wright, 2011).

Negative Affect, deep acting, and customer compensation as responses to customer mistreatment: The effect of customer-based perspective-taking

• customer perspective taking led to less affect and subsequently more customer compensation and more deep acting through serial mediation effects
• understanding how employees shift the focus away from their own emotions, towards why a customer is being rude or difficult, influences deep acting and customer compensation via reduced negative affect

Question 50

What is more helpful to race-based perspective taking than Diversity Training?

Answer 50

experience of having friends of another race

Question 51

Example for organizational practices to prevent bias

Answer 51

Blind auditions
Orchestras in the 1980s had approximately only 10% female musicians. By 1997, females represented well over 25%.

Bias Interrupters

Question 52

What are the two levels of analysis when looking at Diversity?

Answer 52

Individual & relational Level

OR

Organization & Group Level

Question 53

Why and when do women have 0% chance when applying?

Answer 53

Boards need at least 3 women to make difference
Because seen as representative of other group and not for their skills and not as an individual applier

Question 54

o Why the problem-focused view/ negative bias in literature?

Answer 54

• Trust-destroying events more salient than trust building/ cooperative events (Kramer, 1999). Negative news sells better.
• Social identity theory (benefits of group identity threatened when not in the group)

Question 55

What is the dark side of Multicultural Diversity at Work?

Answer 55

The dark side – “diversity creates conflict”
o Miscommunication (language, facial expressions)
o Value incongruence (Inkongruenz = Übereinstimmung) i.e. some countries recognition might be more important than money
o Implicit bias
o Poor expatriate (Auslandsgesandter) adjustment / leadership i.e. someone moving from the US to a foreign country and leading / managing as before
o Barriers to performance: cultural friction, cultural incompatibility, cultural clash

Question 56

What is the bright side of Multicultural Diversity at Work?

Answer 56

o Creativity
- Differences in experiences, mental models, models of perception, information processing, and approaches to problems
- Better connections through broader perspectives / information
- Less groupthink (pre meeting elaboration -Loyd et al. 2013)
o. Satisfaction through personal growth / variety / learning (less the business case, more personal satisfaction of employees in organizations yet related to operational effectiveness e.g. turnover)
- In general satisfaction not positively related to diversity (but to multicultural diversity)

o Communication effectiveness
- Deep-level diversity promotes trust & deep-level communication, which is more effective (than monoculture team communication) and may lead to better ideas / results
· Deep level diversity: knowing and understanding how we are different (values, attitudes, knowledge)

o Further multicultural diversity may improve ability to learn, organizational integration (through connections between units / countries),

Question 57

Which factors predict positive immigration attitudes?

Answer 57

• Left-leaning political views
• Higher levels of education
• Youth
• Higher incomes

Question 58

Social category diversity promotes premeeting elaboration: The role of relationship focus

Answer 58

· A supported downside of social category diversity is decreased relationship focus (i.e., one’s focus on establishing a positive social bond with a coworker).
· Argued that lack of relationship focus serves as a central mechanism that improves information processing even prior to interaction and, ultimately, decision-making performance in diverse settings.
· Introduction of the construct of premeeting elaboration (i.e., the extent to which individuals consider their own and others’ perspectives in the anticipation of an interaction) and exploration of its link with social category diversity and relationship focus.

CONCLUSION
· work presented provides insight into why environments with social category diversity are characterized by greater premeeting elaboration than those with social category homogeneity in the presence of disagreement.
· findings suggest that in decision-making situations, rather than lamenting the relatively lower levels of interpersonal attraction in diverse groups compared with homogeneous groups, we may want to lament the higher levels of interpersonal attraction in homogeneous groups for their detri- mental impact on cognition and performance

Question 59

Transforming research on diversity and firm performance: A dynamic capabilities perspective

Answer 59

• Teams with greater than 50% abstract thinkers experience smaller profit loss than teams with less than 50% abstract members

Overall:
- Diversity at various levels is related to performance
- Diversity has a firm-level impact, and specifically on a firms bottom line
- Diversity impact is through its influence on work group functioning
- Effects of diversity on firm performance are dependent upon features of the context on which it resides

Capabilities Model of Diversity and Firm Performance:
- Dependent on market access, R&D, knowledge management, efficiency, alliancing, strategic flexibility, and organizational effectiveness

Board diversity:
- Board diversity is related to the firm performance
- Gender, in both the presence and relative proportion of women on board of directors, is positively related to firm performance
- Positive relationship between racial diversity and firm performance
- Certain amount of age or tenure diversity on boards of directors is benefical to firm performance

TMT diversity:
- Diversity is positively related to firm performance
- Diversity includes also functional background, age, tenure, and education diversity
- Direct relationships with TMT age and occupational diversity but negative impact of educational and career experience on firm performance  not as straightforward but might be driven by internal contingencies

Managerial diversity:
- Relationship between manager gender diversity and productivity to interact with firms risk posture, such that average levels of diversity are associated with higher performance than are low and high levels of diversity in high-risk-taking firms, suggesting that the effect of diversity among managers may be conditioned on a firms strategic and cultural orientation

Employee diversity:
- Effects of employee gender and racial diversity is stronger under supportive diversity climate conditions and for the performance effects of age diversity to operate through discrimination climate perceptions and collective affective commitment

Question 60

The business case for women leaders: Meta-analysis, research critique, and path forward

Answer 60

Recommendation to that scholars stop the pursuit of the business case for women’s leaders - at least as it is most often tested and theorized. –> Apply updated research approach to complex phenomenon. Broaden the conceptualization of value and surface mechanisms through which women’s leadership can shape organizations.

Research questions:
o (1) What is the relationship between women’s leadership and organizational financial performance?
o (2) Under what conditions is women’s leadership positively related to organizational financial performance?

o Results suggest women’s leadership may affect firm performance in general and sales performance in particular .
o Women’s leadership—overall and, specifically, the presence of a female CEO—is more likely to positively relate to firms’ financial performance in more gender egalitarian cultures.

Question 61

Why the business case for diversity isn’t working

Answer 61

• Business case more diverse companies create better results for shareholders
  o isn’t working Europe / North America far away from achieving Gender / Racial equality
• Corporate leaders would be better served if they stopped trying to justify diversity with profit margins and stock charts—a mentality that can ultimately hurt the very groups these policies are meant to help —and instead embrace diversity because it is the right thing to do.

o Why isn’t it working?
- False promises of the diversity case (e.g. GDP growth), unclear where its supposed to come from, e.g. women should neither improve / decrease board performance -> diversity alone doesn’t help, inclusion may does which however requires serious transformation
- Transformational action through moral and legal action and not based on economic logic (undermines moral arguments “doing the right thing” and only results in incremental change)
- Hurting the people its supposed to help (reduced sense of belonging, feeling of devaluation, lower performance, legitimizing the status quo/verschieben responsibility onto D&I directors etc)

Question 62

What are Workplace Challenges for Immigrants?

Answer 62

Workplace Challenges for Immigrants
* Discrimination (ethnicity, religion, language, speech patterns)
- “Thin-slicing” – Research has shown that a 60-second social interaction between two strangers is enough to lead perceivers to accurately infer parental income and education.
* Employers who are unfamiliar with international work experience and credentials (Ausbildung wird nicht anerkannt etc)
* Navigating complex trade and professional bodies

Question 63

What are the labor issues surrounding Immigration?

Answer 63

• Aging populations need workers, particularly those to help economies go greener and go digital.
  “2 million college-educated, work-authorized immigrants and refugees in the US with expertise in critical industries, but systemic barriers prevent them from being able to put their experience and expertise to work in the U.S.”
• Discriminatory hiring processes limit hiring into good jobs.
  “Highly qualified immigrants and refugees are often overlooked for roles because of hard-to-pronounce names, unfamiliar credentials, or having periods of displacement or unemployment on their resumes.”
• Exploitation of refugees & undocumented persons is common.
  “Between two and three million third-country nationals (TCNs) settle annually in the EU to work or study while up to 200,000 people arrive in the 27-country bloc illegally.” euronews.com

Question 64

Some Labor immigration solutions

Answer 64

Cross-country licensing/certification bureaus

Third-country work visas prior to immigration and long-term residents certified for work in
resident country.

Private-public partnerships for recruiting and hiring

Question 65

The numbers only take us so far - Maxine Williams

Answer 65

Ms. Williams’ 2 desires:
1. Offered institutional support.
2. “To hear that I’m not crazy to suspect, at times, that there’s a connection between negative treatment and bias.”

Problem:
o Discrimination based on (unconscious) biases
o Solution suggested by companies – people analytics i.e. decisions with data driven practices
–> Companies also apply it to challenges of underrepresented groups at work
- Issue: Sample size small, “if only there were more of you, we could tell you why there are so few”
o Statistics / algorithms don’t capture what it feels like to be the only black or Hispanic team member), people might not even be willing to talk
o Aggregated numbers don’t reflect heterogeneity

Solutions
o Supplementing the small n
- Look at industry data
- Ableiten lessons from other companies analyses e.g. internalized stereotypes having a negative effect on minority groups self-assessments (red ventures as a result trained its minority groups in their self-assessment)
o Therefore Getting Personal
- Managers must also take a closer look at the individuals from underrepresented groups who work for them, those who barely register on the analytics radar
- Talk to them, Collect qualitative data as well “spider sense – knowing there is something”

o Call to action/ Recommendations
- People Analytics is not enough
1. New approach needed that also works for small data sets - Challenge traditional minimum of confident n (no need to prove anything statistically significant)
- we know bias exist, combine with what hear in company –> qualitative analysis
- Analysts should provide confidence intervals – just tell how much can we trust data
2. Companies need to be more consistent and comprehensive in their qualitative analysis
- create process more objective performance evaluations

–> HR should use qualitative and quantitative data approaches to capture complex biases e.g. quantitative what?, qualitative why / how? Or. First qualitative observation then look at numbers
· Use cross-functional teams for that

Question 66

HR Analytics at Red Ventures
Situation/Problem
What could be explanations?
What did they consequently do?
But…

Answer 66

• Digital Media COmpany US
• Latino CEO, 40% PoC

Problem in Performance Self-assesment
- Black & Latino rated themselves 30% lower than manager assessment
- Whites self-rate 10% higher

What could be going on?
- Diversity numbers are there but not inclusion –>
- Microagressions give them the impression that they are not too good
- Minorities feel like have to be twice as good -> therefore not so good in comaprison
- Stereotype threat
- Racial Isolation

What did they do?
1. Teach people how to do self-assessments
* Don’t rely on word-of-mouth or assumptions that people know how
* Make self-assessment based on clear, dimensional criteria where
people enter evidence
2. Continue to run the numbers on performance evaluation differences.
3. Add qualitative inquiry.

But …Latinos “often do not say what they think” also not in focus groups

Question 67

What is Leader-member-exchange?

Answer 67

Leader-member-exchange (LMX:
Individual relationships between boss and supervisor, colleague might be very different to that leader. Every Relationship is different. Relationship says a lot about in and outgroup. Good relationship with leader you are ingroup, do not have to proove myself. But when Iam different and I am outgroup then boss leads me by the rules, I need to proove myself.
Maybe racial isolation

Question 68

Wallgreen - Randy Lewis

Answer 68

Walgreen’s – US pharmacy/drugstore with 9,000 locations
Randy Lewis, Senior VP Supply Chain & Logistics. Chicago Ideas Week.
- “We are a business, not a charity.”
- needed employees for new automation supply centers, same positions and work but for people with disabilities
- listening to how individuals work meant nation-wide rollout of new processes
- fear of changing the status quo was the greatest barrier to the project

Question 69

GPG from Eurostat

Answer 69

Gender Pay Gap

Unadjusted measure

Overall picture of the differences in pay between men and women. Broader than the concept of “equal pay for equal work or work of equal value.”

Partial explanation for GPG:
1. sectoral gender differences - concentration of one sex in certain economic activities that may be high- or low- paying.
Women –> education and health („care“) sectors men Men –> finance and IT („quant“) sectors.
2. occupational gender segregation - concentration of sexes in seperate jobs and roles.
men–> more likely to be promoted to supervisor positions than women due to discrimination or self-choice.

An example is the „glass sealing“ (barrier exist for women or poc which is prohibiding them to go to the next lever)

„Glass elevator“: When man in Kindergarde eg —> Vorbild also hoch die Kariereleiter , for non typical gender jobs

Question 70

Uber

Answer 70

Thought would eliminate GPG due to ultimate flexibility to set working hours and the used algorithm which should be discrimination free.
Men make about 7% more per hour on average. * About the same as in non-gig economy jobs.
Because –
* Men tend to take lucrative trips like airport runs, bar closing times
* Men are far more likely to have been driving for Uber for longer. Have learned what trips and when are most lucrative.
* Men complete more trips per hour than women because they drive faster.

Question 71

Designing a Bias-Free Organization

Answer 71

• Problem:
  o Firms are wasting money on diversity programs as most don’t work (workshops / educating about biases)
  o Don’t expect to change behaviours; attitudes are hard enough.
• Solution
  o Measure success of programs - example would be A/B test, treatment / control group, check difference
  o Companies need to design processes to prevent biased choices in the first place – take bias out of the system

o Be careful of data used e.g. self reports managers see inflated rat- ings on a self-evaluation, they tend to unconsciously adjust their appraisal up a bit

How can start?
· SEE WHERE PROBLEMS:Start measuring, collect data. E.g. Harvard faculty visitors
- SEEING IS BELIEVING: Provide examples
For beliefs to change, people’s experiences have to change first: e.g. show women leadership examples (portraits Harvard), in general Vorbilder zeigen
- BEHAVIORAL INTERVENTIONS WORK
Take bias out of system (bias free recruiting, hiring, promotion) –> Pymetrics
· Enlist powerful allies: Use fathers of daughters to be more outspoken about gender equality in organizations, they are strong advocates

Question 72

Kirkpatrick Model: Four Levels of Learning Evaluation

Answer 72

probably the best known model for analyzing and evaluating the results of training and educational programs

Level 1 REACTION
measures how participants react to the training (e.g., satisfaction?).
Level 2 LEARNING
analyzes if they truly understood the training (e.g., increase in knowledge, skills or experience?).
Level 3 BEHAVIOUR
looks at if they are utilizing what they learned at work (e.g., change in behaviors?),
Level 4 RESULTS
determines if the material had a positive impact on the business / organization.

Question 73

What are different focuses of diversity trainings? (Gebert et al 2017)

Answer 73

1. Compliance with legal mandates
   One-day obligatory courses where trainers use lectures to explain the legal foundation and future duties of employees… and trainees must certify their attendance with their signatures.
   Criticism: An employee may feel that „my difference here does not have a place , or I cannot show it.
2. Social justice
   Trainers illustrate prejudice against minority groups using lectures, , group discussions, case studies, or theater-like enactments „to enhance awareness of social discremination processes and possibilities to countereact them.
   Criticism: Founded in the „majority viewpoint“, and „demands assimilation rather than open communication.“
3. Inclusion
   Designed to enable trainees to see similarities between themselves and others.
   Criticism: Can block frank conversations because it does not explicitly include critical inquiry about systematic discrimination.

Question 74

MOVES THAT MATTER: ISSUE SELLING AND ORGANIZATIONAL CHANGE

Answer 74

MOVES THAT MATTER: ISSUE SELLING AND ORGANIZATIONAL CHANGE (Dutton et al., 2001) – not only relevant for D&I / climate change / image / performance

Definitions
* = process by which individuals affect others’ attention to and understanding of the events, developments, and trends that have implications for organizational performance (Ansoff, 1980).
* = attempts to get the attention of decision-makers in organizations from below (as someone who is from a lower level in the organization/less powerful).

Class:
* Examples (from weak to strong) – behavioral modelling, suggestion programs, utilizing open-door policies, whistleblowing, protests
* Examples of diversity-related issue content – race, gender, family-friendliness
* Examples of diversity-related change agents – employee activists, human resource employees, task force members, members of underrepresented employee groups , allies
 going on strikes could be an option to raise attention

Categories used in issue selling – moves
o Packaging
- Presentation – how to actively promote an issue
· Using business plan logic (lots evidence, charts, numbers, facts, strategy alignment and bottom line impact; align with strategy)
· Making continuous proposals (raising issue in many ways, starting subtly and then going harder)
· Package issue as incremental: size of the change implied, rather than multiple small presentations small changes at once -> acceptance
- Bundling – connecting to other issues or goals
· Tie to goals (profitability, market share, organizational image)
· Tie to other issues (that were sold already or are being sold) or tie issues to concerns of key constituents – both less effective
o Involvement – who to involve and how (makes issue more visible, build commitment)
- Targets of involvement
· Others at higher level
· Same level
· Outside organization (community, state, insurance) – not so successful
· Others at lower level (those whom decision may affect) – very successful
· Keep boss informed
- Nature of involvement
· Involve people formally (e.g. committees)
· Wide range of involvement (helps!)
o Process
- Formality (how formal is the process, more formal may help)
- Preparation (collecting info etc.)
- Timing (persistence, opportunism, right time involve others (potentially earlier helps))

Contextual knowledge important to issue selling:
o Relational: Who? knowledge of each other, each others intentions, stakes private goals, and territories
o Normative: How/kind/data: accepted or appropriate behaviour in organization
o Strategic knowledge needed for bundling and presentation

Question 75

Handling Resistance to Change
When Societal and Workplace Logics Conflict (Malhotra et al., 2021)

Answer 75

Class:
* Individuals and organizations are guided by specific institutionalized norms, values, and practices called institutional logics (Thornton & Ocasio, 2008).
o “eat what you kill” lawyers – professional logic
 in stark contrast to family logic
* Societal logics often outpace institutional logics
* Another example is that in many universities research is more valued than the teaching part
* Societal logics often outpace institutional logics
o Social acceptance of gay marriage and gay partner benefits
o #metoo and progressive sexual harassment and assault policies
o “we´re a business, not a charity.” – Walgreen´s

• Even when employees don’t necessarily agree with institutional logics they may still support them fiercely and resist changes to them

Text
- Irreconcibility concerns: One element from an illegitimate logic threatens one from a legitimate logic. Acitivating one element means the other one can not be activated.
–> redirecting responses, as change agents used discursive framing to shift resisters’ attention away from the logic element at the root of a concern to an element of another legitimate logic in their logic profile.
E.g. Reframing “mummy track” to professional logic – as personal autonomy.

• Ambiguity concerns: occur when resisters experience lack of clarity about how a change affects deeply held norms and values connected to elements within the existing logic settlement
  –> reinforcing responses: change agents strengthen the logic element at the root of resisters’ concern with an element of another legitimate logic in their logic profile. E.g. used policies, practices, and values from one logic to safeguard an at-risk element from another.
• Contradiction concerns: occur when resisters perceive potential trade-offs between elements based in different logics, each of which is legitimate and valued within the existing logic settlement.
  –>reassuring responses: change agents claiming that two logic elements can be kept active simultaneously, not compromising either.

Question 76

The New Analytics of Culture

Answer 76

• Culture is easy to sense but difficult to measure
• culture research— employee surveys and questionnaires—often unreliable
• Studying the language that employees use in electronic communication has opened a new window into organizational culture
• Reveals insights of how manager can harness culture as strategic resource

Implications
- Do not put too much emphasis on cultural fit but rather look for candidates who demonstrate cultural ability
- Do not overlook cultural misfits as they can wellsprings of creativity and innovation
à consider assigning roles in which they a likely to develop strong connections (need trust and support)
- Leaders should be mindful that the expression of diverse perspectives in teams needs to be managed
à learning when and how to promote the expression of divergent opinions and meanings and when to create a context for convergence
- Foster a culture that is diverse yet consensual to promote both innovation and efficiency

Fit versus adaptability
- Cultural fit whether candidates reflect the values, norms, and behaviors of the team or organization as it currently exists
- Cultural adaptability is the ability to rapidly learn and conform to organizational cultural norms as they change over time
- When managers think about hiring for cultural fit, the often fail to consider cultural adaptability
- High level of cultural fit led to more promotions, more favorable performance evaluations, higher bonuses, and fewer involuntary departures
- Employees who could quickly adapt to cultural norms as they changed over time were more successful than employees who exhibited high cultural fit when first hired
- process of cultural alignment does not end at the point of hire
- Value congruence the extent to which employees’ core values and beliefs about a desirable work- place fit with their peers
à predictive of retention but unrelated to job performance
- Perceptual congruence is how well employees can read the “cultural code” by accurately reporting the values held by peers
à predictive of higher job performance but unrelated to retention
Cultural fit is important, but what predicts success most is the rate at which employees adapt as organizational culture changes over time.

The benefits of not fitting in
- Cultural misfit employee are people who see the world differently and have diverse ideas and perspectives but because of their outsider status, they may struggle to have their ideas recognized by colleagues as legitimate
- By building strong connection within defined social cliques, they were able to overcome outsider status
Effective hiring strategy should strive for a portfolio of both conformists and cultural misfits

Cognitive diversity
- Performance consequences of cognitive diversity vary as a function of project milestone stages
- When the team is defining the problem at hand, diversity lowers the chances of successfully meeting milestones
- During middle stages, when the team is most likely to be engaged in ideation, diversity increases the likelihood of team success
- Diversity becomes an obstacle again toward the end of a project, when the team is deep into execution
Cognitive diversity helps teams during ideation but hinders execution

Cultural diversity and the organization as a whole
- Conventional wisdom holds that firms must choose between a homogeneous, efficient culture and a diverse, innovative culture
- Organizations with greater intrapersonal cultural diversity had higher market valuations and produced more and higher-quality intellectual property via patenting
- Organizations may be able to resolve the assumed trade-offs between efficiency and innovation by encouraging diverse cultural ideas while fostering agreement
The best cultures encourage diversity to drive innovation but are anchored by shared core beliefs

Question 77

Diversity Climate in Organizations

Div Climate VS Organizational Culture

Answer 77

Div. Climate:
- “employees’ shared perceptions of the extent to which their organization values diversity as reflected in the policies, practices, and procedures that the organization rewards, supports, and expects.”
- the shared perceptions of and the meaning attached to the policies, practices, and procedures employees experience and the behaviors they observe getting rewarded and that are supported and expected

What are its dimensions?
* equal treatment and equal access (Chrobot-Mason & Aramovich,2013)- feel like I can going?
* fairness and inclusion (org-level) and personal comfort and openness to diversity (individual- level) (Mor Barak et al., 1998)
- Women and minorities report relatively low levels of climate

(· Diversity climate studied at the individual level (individual perceptions of the impact of the work environment on the individual’s own well-being) is referred to as psychological climate. When it is conceived of and studied at the group or organization level (employees’ shared perceptions of their work environment aggregated to the unit level), it is referred to as group- or organizational-level climate. )

Despite these criticisms, there is evidence that diversity climate can positively impact individuals’ (especially minority group members’) work-related attitudes (e.g., organizational commitment, satisfaction) and unit-level outcomes (e.g., performance). As a result, diversity climate is both practically relevant to organizations and conceptually meaningful to researchers.

Organizational Culture:
- more abstract
- underlying, often unconscious, hidden but shared assumptions, values, and beliefs of an organization that are communicated to newcomers in the form of myths and stories (Kuenzi & Schminke, 2009; Schneider et al., 2013)
- Dimensions include, eg, process vs results, employees vs job, parochial vs. professional, open sytsem vs closed sytstem, loose control vs. tight control, and normative vs pragmatic orientations (hofstede,1991)
- freedom of employees: sign-up sign-out

Question 78

“Process” of Diversity Climate/ 3 “Steps”

Answer 78

Atecendents (Something that predicts diversity climate) -> Explanatory Mechanisms-> Div. Climate -> Explanatory Mechanisms -> Outcomes

Atecendents
- Inclusive Leadership? (transmit soc. info about importance of inclusion through rolemodeling, impacts employee perception of incl. climate)
- Sexual orientation diversity management (including) organizational policies, mentoring, and training programs explicitly addressing sexual orientation ) is related to positive psychological climates for gay men and lesbians (kollen, 2016)
- Mentoring programs
- Demographic composition of the group or organization (eg gender heterogenity , racioethnic heterogenity) (kossek & zonia 1993)
Inclusive leadership? (Those who transmit social information about the importance of inclusion through role modeling, which impacts employee perceptions of inclusive climate)

Outcomes
1. Behaviors:
- Employee tention and (eg Avery & McKay, 2010), lower discrimination and turnover ( same author 2015) well-beimg and (same w010)
2. Attitudes
-organizational commitment (brimhall, lizano, & mor barak 2014), job satisfaction ( Hicks - Clarke &lles 2000,l Job Engagement (sliter, Boyd, Sinclair, Chefs, & mcfadden 2014) grob Performance, and grob Satisfaktion (lauring@selmer,2011)

Explainatory Mechanisms:
- psychological empowerment, attachment, organizational identification, organizational commitment (brimhell et al 2014
- identity affirmation (a feeling that their identities were accepted) (avery et al 2013)
- organizational identification and positice psychological resources and capabilities) (newman et al 2018)

Question 79

(DIv. Climate) Vs Inclusion

Answer 79

Climate: perceived on individual level but but only altogether make climate)
- Self ( instead of organizational) perception
- Two dimensions: perceptions of belonging & authenticity

Question 80

A matter of psychological safety: Commitment and mental health in Turkish immigrant employees in Germany

Answer 80

• Inequalities between native and foreign workers persist: Apart from such structural inequality, having an immigration background also implies psychological strains
• Individuals often must negotiate a tension between their native and new cultures cope with the loss of their old social network
• Individual adaptation to a new culture happens in both a psychological and a sociocultural sense
• Psychological adaptation is linked to well- being and satisfaction, as well as predicted by factors such as hardiness, social support, acculturation attitudes
• Sociocultural adaptation refers to acquiring the social skills of the new culture and is predicted by language proficiency and contact with members of the host culture
  à adaptation is a complex process that depends on both con- textual and individual factors.
• If immigrants succeed in actively participating in the receiving society while maintaining their original culture, then integration has taken place
• Integration entails a feeling of belonging to both cultural groups and thus is an essential ingredient of well-being
• Integration requires cooperation from the majority group, however people from ethnic minorities often face stereotypes, prejudice, and social exclusion
• Organizations are micro- or meso-exemplars of a society, they can easily become hosts to, if not facilitators of, feelings of social exclusion, which affect employees’ affective commitment with the organization
• Affective commitment reflects an active willingness to be involved rather than a sense of obligation
  à strongest positive correlations with important organizational and employee-relevant outcomes
• Psychological safety includes signals of an open, trustful, and respectful climate in which diversity is welcomed and different opinions and values can be expressed

Model
Hypothesis 1: (Mediation): Employees with immigration background display lower affective commitment and, subsequently, lower work engagement, worse mental health, and higher turnover intention.

Hypothesis 2 (Moderation): The relation between immigration background and affective commitment is dependent on the level of perceived psychological safety.

Hypothesis 3 (Conditional Indirect Effect): The indirect effect of immigration background on turnover intention, work engagement, and mental health through affective commitment depends on the level of perceived psychological safety.

Results
à Hypothesis 2 and 3 true
- opposed to Hypothesis 1, we did not find that immigration background per se affected positive work outcomes and mental health through affective commitment
- in line with hypothesis 2 and3, Turkish immigrant employees need signals of an open, accepting, and respectful organization climate to experience affective commitment and the related positive consequences compared with home country nationals

Question 81

Psychological Safety Class

Answer 81

• Large determinant of how attached diverse employees feel to the
  organization, but also how likely they are to leverage their
  uniqueness to provide value in the organization
• “feeling able to show one’s self without fear of negative
  consequences to self-image, status, or career”
  on the basis of
  support, trust, and openness (Kahn, 1990, p. 708)
  allows employees to express their differences and concerns

(Video:
Psychological Safety- is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes
Got interested quite by accident
- joined team to find out what the actual rate of medication errors
- Question: Better teams make less mistakes?
Appeared that better teams were doing actually less faults
- Kept thinking about it: maybe the better teams simply speak more openly about errors
- Found: Units very different in openness about talking about errors - correlation very high)

How do I build psychological safety?
1. Frame the work as a learning problem not execution problem: a lot of uncertainty ahead –> need everyones brain inside
2. Say things like: I may miss something things I need to hear from you: creates more safety to speak up
3. Model curiosity, ask questions

Best Zone: Learning Zone: High in psychological safety and motivation&accountability

Question 82

Transforming supplier diversity (Facebook)

Answer 82

• Launched in 2016: Meta Supplier Diversity’s mission –> create more opportunites for diverse-owned companies to do business with Meta
• Goal: leverage power and scale of Meta
• Impact: $3 bn diverse spend over time, $1.4 bn diverse spend in 2021, $306 mn spend with black-business owned

Question 83

EU agrees ‘landmark’ 40% quota for women on corporate boards
What is it about?

Answer 83

EU agrees ‘landmark’ 40% quota for women on corporate boards
Jennifer Ranking, Guardia, 2022
- From 2026
o Companies operating in the EU will have to ensure a share of 40% of the “underrepresented sex” – usually women – among non-executive directors ( external person which is on board)
o 33% target for women in all senior roles, including non-executive directors and directors, such as chief executive and chief operating officer
o Legally binding target, companies could face fines
o Measures apply to companies > 250 employees
- Background: measure targeted at gender equality “break glass ceiling”. 2021 30.6% women among boards, only France (which has a 40% quota already) exceeded 40% threshold, particularly problematic were Hungary, Estonia & Cyprus <10%

• • Window-dressing in boards to show how diverse they are, but without the inclusion piece. Less risky to have a non-executive instead of hiring someone.
    –> just one woman in multiple boards, just makes one woman rich

Question 84

The impact of store-unit–community racial diversity congruence on store-unit sales performance

Answer 84

• Access-and-legitimacy paradigm proposes that a firm can enjoy performance advantages when its workforce demography matches that of its clientele
• Interaction method constructs separate interaction terms to represent the extent of employee–customer demographic match for each racial group present in a context
   interaction method has failed to provide evidence that matching demographics among employees and customers enhances performance
• Racial representativeness approach provides a numerical index, ranging from 0 (low) to 1 (high), that indicates the degree that a firm’s overall demographic profile matches customers’ demographic profile
   high levels of racial representativeness have been linked to increased sales productivity and higher-quality patient care
• Paper uses the racial diversity congruence approach to demographic matching which conceptualizes congruence as high similarity between employee racial diversity and community racial diversity where diversity is defined as the degree of variation in racial category group membership
• Incongruence is evident when the diversity among employees and community members is dissimilar

 all hypotheses are supported by results
- Racial diversity congruence resulted in significantly higher store-unit sales performance than racial diversity incongruence
- Store-unit sales performance was highest when racially diverse store units operated in diverse communities
- Higher store-unit sales performance emerged under conditions of high store-unit–low community racial diversity incongruence than low store-unit–high community racial diversity incongruence
Post hoc robustness analyses:
- estimates offer evidence that improved store-unit–community racial diversity congruence is associated with meaningful gains in store-unit sales performance

Implications
- Diversity offers informational advantages that have previously not been considered in demographic matching research
- Provides business leaders greater insights for understanding not only the bottom-line effects of racial diversity within the organizational context but also how diversity in the external environment works in conjunction with workforce diversity for firms to realize more fully a financial “diversity advantage

Question 85

Access-and-legitimacy paradigm

Answer 85

• Access-and-legitimacy paradigm proposes that a firm can enjoy performance advantages when its workforce demography matches that of its clientele

Question 86

What is the interaction method?

Answer 86

SEPERATE INTERACTION TERMS
- Interaction method constructs separate interaction terms to represent the extent of employee–customer demographic match for each racial group present in a context

–>interaction method has failed to provide evidence that matching demographics among employees and customers enhances performanc

Question 87

Is employee and customer race matching good for business? When?

Answer 87

Maybe we get performance by mathcing store divrsity and community diversity
Stores that had better racioeconomic matching to
High div in store- high div in community —> higher performance
Low and low does not lead to improvement

Why?
Because if community is not diverse there is no one to be „understanded“/representation

But div in store but not in community also led to higher performance

Question 88

How did researchers test their hypotheses in The Impact of Store-Unit–Community Racial Diversity Congruence on Store-Unit Sales Performance?

Answer 88

Method
- Racial diversity congruence approach is a more comprehensive approach to studying demographic matching effects on business performance
–> captures both the social identification and information-based processes that could emerge during the employee racial diversity–community racial diversity interface
- Paper uses the racial diversity congruence approach to demographic matching which conceptualizes congruence as high similarity between employee racial diversity and community racial diversity where diversity is defined as the degree of variation in racial category group membership

Question 89

EU immigration is broken. Brussels is unlikely to be able to fix it.

Answer 89

• want create more legal pathways for skilled migrant to EU –> curb illegal migration
• 2-3 mio TCNs settle annually in EU for work or study, 200.000 illegally
• Yet EU severe labor shortages which are likely to increase (high & low -skilled)
• most valid permits: family reunification with less than one in five issues for work reasons

IDEA
- long-term resident status after 5 years
- Enable/make easier obtaining long-term work and residence permit in migrants’ country –> reduce waiting times and simplify family reunification
- Ukrainian Temporary Protection scheme –>access to labor market & healthcare & education for min 3 years

But…
- After long negotiation –> legislation may not be uniformly transposed across member states and/or lack visibility.
- Often no awareness their rights.
- Employers often not aware of this talent pool

Question 90

What is multi-cultural diversity?

Answer 90

= a group of people from different cultures, with a joint deliverable for the organization or another stakeholder

Question 91

What is Premeeting elaboration?

Answer 91

o premeeting elaboration as the individual-level processing of task-related information and perspectives in anticipation of interacting with another individual

Question 92

What is Group information elaboration?

Answer 92

• individual level processing of information and perspectives, results are then given back into group discussion
  OCCURS DURING INTERACTION

Question 93

What is relation ship focus?

Answer 93

• Individuals, because of need for belonging, care more about an in-group member’s evaluation compared with an out-group member’s evaluation
  o greater focus on being accepted and getting along (i.e., having social goals) with in-group members manifests itself in a number of ways.

Question 94

Why do organizations need purpose?

Answer 94

· Purpose that is defined by the common good provides a basis for organizations and its stakeholders to reflect on the scope of business activities and the implicit contract they have with their employees, communities, and society.
· Purpose provides an overarching framework to substantiate the need for businesses in society, and to amplify the positive impact they generate in the communities where they operate

Question 95

What are global opinions of immigrants? (Immigrants a strength or a burden)

Answer 95

• half or more think not a burden
• less immigrants in country –> see more as burden
• Public opinion changed in 2015 when hundreds of thousands asylum seekers arrived in Europe
• more left –> immigrants better
• higher level education, younger adults, higher income –> immigrants make stronger
• More worried about terrorism than immigration crime

Question 96

Social Identity - Michael Hogg
What is the theory of self/how is identity splitter up?

What is categorization and discrimination about?

What is social comparison about?

Conclusion?

Answer 96

• Social identity theory is a theory of self  between collective self (social identity) and individual self (personal identity)
• Brewer and Gardner distinguished between three aspects of the self:
  1. The individual self (personal traits that differentiate self from all others)
  2. the relational self (defined by dyadic relationships that assimilate self to significant other persons)
  3. and collective self (defined by group membership that differentiates “us” from “them”
• authors opinion: the first two more personal identity than social identity

Categorization and Discrimination:
- people who are categorized discriminate in favor of the ingroup, whereas people who are categorized do not
- to resolve feelings of uncertainty, they use the explicit categorization to define themselves in the experimental context
- when uncertainty is reduced, the minimal intergroup discrimination effect disappears
- positive-negative asymmetry effects between ingroup and outgroup

Social Comparison:
- social categorization results in social comparison
- intergroup comparison is about differences not similarities
- collective self-conception is anchored in vale-sensitive (valence-sensitive) social comparisons that strive from similarities within groups and differentiation between groups

Conclusion:
- Social identity is aspect of self-concept that derives from group membership and is associated with cognitive, motivational and social processes that are associated with group and intergroup behavior
- Concept of social identity lies at core of the social identity perspective
- Social identity phenoma are associated with operation of social categorization process
- Social identity phenomena are associated with operation of social categorization process, which depersonalizes perception in terms of context-specific ingroup or outgroup prototypes

Question 97

Prototype

Answer 97

Prototypes embody all at­tributes that people believe characterize groups and distinguish them from other groups, including beliefs, attitudes, feelings, and behaviors.