Lecture 3 - HR policies Flashcards
HR policy domains
Recruitment = organizatioal practices and decisions that affect either number, or types of individuals that are willing to apply for a job
Employer branding = the promotion of a clear distinctive and attractive image of the organization as an employer
Assessment and selection
Training and development
Reward system
Motivations to recruit for diversity
- The legal case: avoiding discrimination claims
- The moral case: fairness principles
- The business case: to reach broader markets
- The innovation and learning: diversity as source of diverse perspectives, ideas, knowledge
Who should recruit for diversity?
Recruitment demographics matter - they influence applicants’ first impressions of a company
- Male applicants interviewed by male recruiters were more attracted to the firm than female applicants
- Applicants from a racio-ethnic minority group are more attracted to and likely to work for a company when recruited by someone from a racio-ethnic minority background
Where?
Formal: websites, job fairs, employment agencies (better for minorities)
Informal: employee referrals, referrals by friends, personal contacts
Informal vs formal recruitment
Informal: considered superior but has detrimental effects for diversity staffing and inclusion
Formal: better to target specific minority influences
When do organizations recruit for diversity?
The more challenging it is for organizations to find, recruit, and select personnel, the more likely it is to employ higher proportions of members of minority groups
When may it be counterproductive to recruit for diversity?
When the demographic composition of its available labor pool is exhausted
Tactics to convey diverse and inclusive treatment
**Assertive tactics:
**
- Ingratiation
- Promotion
- Exemplification
- Supplication
**Defensive tactics:
**
- Disclaimers
- Apologies
- Prosocial behavior
Ingratiation
Psychological technique in which an individual attempts to influence another person by becoming more likeable to their target
Aim: signaling congruence in values to convince minority groups that the organization is likeable
* Targeted ads
* Minority networks
* Pictorial diversity in ads
Promotion
Organizations that have received recognition for successful management of diversity promote these facts in their advertisement
* Diversity awards
* Publishing improved minority leadership representation
* Highlighting successful mentoring programs
Exemplification
Organizatioal attempts to portray themselves favorable by performing acts of CSR
Aim: to project integrity and moral worthiness resulting from diversity-related accomplishments
* Sponsoring
* Donation to charities
* Voluntary action
* Philatropy programs
Supplication
When companies cannot portray themselves as diverse because they are demographically homogeneous
Instead, they admit they need help and encourage minorities to apply
Defensive tactics
A reactive response in order to restore an organization’s negative diversity image in relation to potentially damaging events in the past
- Disclaimers: while we want to be diverse, it is not yet reflected in the organziation’s workplace reality
- Apologies and pro-social behaviors:
- Reaction to something bad that has happened
- A promise to do better in response to ill-handling of discrimination
When do these tactics work best?
Diversity reputation
- Alignment is key
- Poor reputation: defensive tactics are more appropriate
- Favorable reputation: assertive tactics are more fitting
Attribution
- When the motive is to avoid legal trouble, defensive tactics may be better
- When the motive is to reap the benefits of diversity, assertive tactics may be better
- When identity saliece/threat is high among minority members, targeted recruitment is important
How imporant is minority identity in the organizational context?
When identity salience is high among minority members targeted recruitment is important
