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Quiz 2 Flashcards

1
Q

DIVERSITY? WHY IS IT IMPORTANT?

A

Because white men are not the only people in industry. Women have been increasing in the work force, while men have seen a steady decline.

Whites in the work place has been reduced as well, by 20% (63%)

75% percent of the worlds population will reside in Asia and africa by 2040

India will have the largest pop in 2030

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2
Q

GENDER GAP

A

47% of women are in the work force. yet, only 3.6% are CEO’s of fortune 500 companies

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3
Q

how many women are in c-suite positions

A

19%

they are underrepresented at every level

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4
Q

disparity in racial leadership

A

people of color make up nearly one third of the work force. Yet, less than 5 percent of fortune 500 CEO’s

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5
Q

DIVERSITY VS. INCLUSION

A

Diversity
• Quality of being diverse; difference

Inclusion
• The state of being valued, respected and supported.
• An inclusive work environment is where everyone has an opportunity to fully participate in creating business success and where each person is valued for his or her distinctive skills, experiences and perspectives.

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6
Q

Where does diversity and inclusion fit into the employee life cycle?

A

Recruitment and Selection

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7
Q

EMPLOYMENT CYCLE

A

Recruitment

Selection

Performance

Succession

Development

Transition

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8
Q

Explanation of workplace outcomes

A
  1. Individual Traits of Employees
  2. Bias and Discrimination of Decision Makers
  3. Sociocultural Organizational Context
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9
Q

INDIVIDUAL TRAITS OF EMPLOYEES (EWO)

A
  • Primary cause of differential workplace outcomes based on internal traits of members of various social identity groups
  • Focus: Stable person-based factors (“P” variable)

ü Differences in ability and motivation

ü Differences in biology

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10
Q

Google’s Ideological Echo Chamber

A

James Damore’s Ten page manifesto that included discriminatory words towards women.

● Google’s political bias has equated the freedom from offense with psychological safety,
but shaming into silence is the antithesis of psychological safety.

● This silencing has created an ideological echo chamber where some ideas are too
sacred to be honestly discussed.

● The lack of discussion fosters the most extreme and authoritarian elements of this
ideology.
○ Extreme: all disparities in representation are due to oppression
○ Authoritarian: we should discriminate to correct for this oppression

● Differences in distributions of traits between men and women may in part explain why we
don’t have 50% representation of women in tech and leadership.

● Discrimination to reach equal representation is unfair, divisive, and bad for business.

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11
Q

Thoughts on diversity?

A

Is it good:

• Creates better culture
• Improves organizational
outcomes
• Proactive approach

vs.

Is it bad:

  • Uncomfortable
  • Unfair
  • Disrupts the status quo • Not a priority
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12
Q

BIAS OF ORGANIZATIONAL DECISION-MAKERS (EWO)

A

Based off the belief that differential workplace outcomes based on biased behavior toward members of different social identity groups resulting in discriminatory decisions

Focus: Stereotypes held by decision makers (“P variable”)
üAbout social identity groups
üAbout traits required of jobs
üPrototypical leader

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13
Q

MICROAGGRESSIONS

A

FORM OF EVERYDAY, INTERPERSONAL DISCRIMINATION THAT ARE AMBIGUOUS. MOST OFTEN COME IN SUBTLE FORMS

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14
Q

PERCEPTIONS OF MICROAGGRESSIONS AGAINST ASIANS

A

Examined subtle forms of discrimination
among Asian and White participants

Positive stereotypes were perceived differently between Asian and White participants

Asians tended to view positive stereotypes as more problematic than did White participants

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15
Q

HOW MIGHT BIAS IMPACT DECISIONS THAT ARE MADE IN THE EMPLOYEE LIFE CYCLE?

A

Reduces selection in the first two stages of the employee circle.

Recruitment and Selection

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16
Q

Audition culture in the past

A

Drastically improve the number of women musicians being hired.

Antecedent to it, women were considered more temperamental, had smaller techniques than men.

o Handpicked by music director

(-0% NY Phil)

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17
Q

IMPACT OF “BLIND” AUDITIONS ON FEMALE MUSICIANS

A

Names are not revealed until the last blind round

// Screen is used to hide the candidate

// Each candidate is given a number

// Jury rates rates the candidate next to a number on a sheet of paper

% of new hires who are female increased to 35%

// Biases in hiring practices can have a sizable impact on who gets hired and who doesn’t.

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18
Q

IMPACT OF “BLIND” AUDITIONS ON FEMALE MUSICIANS

A

// Biases in hiring practices can have a sizable impact on who gets hired and who doesn’t.

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19
Q

IMPLICATIONS OF GENDER BIAS

A

// Science faculty rated male research assistant applicants as more competent and hirable, and indicated they would provide higher salaries
and more mentoring than female applicants (Moss-Racusin et al., 2012)
// Male scientists received stronger letters of recommendation than female scientists applying for post-doctoral positions
(Dutt, Pfaff, Bernstein, Dillard, & Block, 2016)
// Women were given less credit for successful team outcomes and
receive more blame for failed team outcomes, as compared to men (Hayes & Lawrence, 2012)
// Mothers were less likely to be hired and promoted, held to higher
performance standards, and were offered $11,000 less than non-mothers

20
Q

Kurt Lewin

A

one of the first pioneers who examined the study of how society affects a person’s thoughts, feelings, and actions. (SS)

Field theory: B=f(P ,E)
a Gestalt psychologist

A person was defined as Properties/characteristics of the individual. (needs, beliefs, values, abilities),

a way of representing essentially the same psychological facts of “life space” itself, and

“the the behaving self”.

21
Q

Lewinian Perspective

A
  • Can I bring my“whole self” to work?
  • What aspects of my identity should I suppress or highlight?
  • What costs are there for doing so?
  • What meaning does my social identity hold in this environment?
  • What challenges might I face based on the meaning of my social identity in this environment?
  • What privileges might I accrue based on the meaning of my social identity?

• What are my identities?
• How identified am I
with my various valued and devalued aspects of my identity?
• How identified am I with the organization?

22
Q
  1. Sociocultural Organizational Context (EWO)
A
  • Context matters!
  • Locates the cause of disparities in the situation/environment as opposed to the individual
  • Takes into consideration:
  • Who has power
  • Who is in my network?

• Who can bring me up the
ladder?

• Systemic inequalities that differentially advantage and disadvantage certain groups

23
Q

WHICH METHOD MIGHT BE THE EASIEST TO IMPLEMENT IN AN ORGANIZATION?

A

I believe it’s individual traits of employees would be the easiest to change in an organization.
ü inexpensive
ü fastest to implement

However, it’s changes in biases in decision makers and sociocultural organizational context that make the most effective change.

24
Q

Modern Workplace Trends

A
  1. Globalization
  2. Service economy
  3. Increased Technology
  4. Knowledge workers

Need for KSAO Developed

25
Q

Training

A

The process through which the knowledge and skills of employees are enhanced.

26
Q

Types of training

A

// Skills training

// Diversity training

// Sexual harassment training

// Expatriate Training

// Compliance training

27
Q

Who has done a training before?

What kind of training was it?

A

This card was intentionally left blank!!! LMAO

28
Q

Benefits of Training

A

// Increase knowledge of foreign competitors and cultures

// Help ensure that workers have the basic skills to work with new technologies

// Help employees understand how to work effectively in teams

Create a company culture that emphasizes innovation, creativity, and learning

29
Q

Phases of the Training Process: (POTTP)

A

Identify Training Needs
Plan Training
Implement Training
Evaluate Training

Repeat

30
Q

Needs Assessment (POTTP)

A

The process used to determine if training is necessary.

The first step in Identifying Training Needs

31
Q

Reasons for Needs assessment? (3R)

A

Legislation

Lack of basic training

Poor performance

New technology

Customer Requests

New products

Higher performance standards

New Jobs business growth

Global business expansion

32
Q

Methods of Needs Assessments? (3R)

A

Personal Analysis
- Who needs training

Task Analysis
- In what do they need training?

Organizational Analysis
- What is the context?

33
Q

Outcomes of Needs Assessments (3R)

A

What trainees need to learn

Who receives the training

Frequency of training

Buy-versus-build training decision

Training versus other HR options such as selection or job design

How training to be evaluated

34
Q

Breaking down Needs Assessment into Individual Levels

Types of analysis?

A

Task Analysis – An examination of which tasks should be targeted for improvement or training

Personal Analysis – An examination of which individuals in the organization need or should receive training

Example: Skills matrix

35
Q

Looking at the Need of the Organization

A

Consider:

○ Support of managers and peers for training activities

○ Company’s strategic direction ○ The training resources available

36
Q

Pre-Training Factors

A

The individual, departmental, and organizational issues that “set the tone” for how the training will be received

37
Q

Plan Training: Training Methods (POTTP) What might be used?

A 
- Computer-based
• Simulations
• Webinars
- Non-computer based
• Business games
• role-plays
• case study
• group discussion
• Lecture
• experiential learning
  • Active or Passive Involvement
    • Active: encourages employees to ask questions, explore and seek feedback, and reflect.

• Passive: information is provided to the employee/trainee

Think of the type of person? (Executive or Entry level)

38
Q

Deciding on methods of Needs Assessment planning. (Big 2)

A

Computer-based (e.g. simulations, webinars)

Non-computer-based (e.g. Business games, role- plays, case study, group discussion, lecture, experiential learning)

39
Q

Which method (computer or non-computer) is best?

When might active learning be preferable to passive learning? Vice-versa?

A

This card was intentionally left blank!!! LMAO

40
Q

Training Methods: Examples (class vids)

A

Active: McUniversity

Passive: Dave Thomas boring video? #mtvraps

41
Q

Evaluate training (POTTP)

Methods used?

A

Reaction Criteria
Learning Criteria
Behavioral Criteria
Results Criteria

42
Q

Development

A

Acquiring the knowledge and skills to do a future job

43
Q

Sponsorship & Mentoring

A

Mentoring
•Provides focused and specific discussions on career progression

•Creates a safe space for constructive criticism

Sponsorship
•Similar to mentors, but they will publicly advocate for you in support of your goals (Think: “skin in the game”) aka the cosign.

44
Q

360 / Multi-rater Feedback (Pros vs. Cons)

A 
// Provides insight about how others (up, down, and across the organization) view the target
○ Supervisors, colleagues, reports, clients

// Brings about awareness of strengths and blind sights

// Enables organizations to develop a plan to address weaknesses

// Can be biased
○ Choice of respondents
○ Projections

45
Q

Training Factor (Networking)

A

A development activity that focuses on building and maintaining relationships of trust with others to help you work toward your professional goals.

Key benefit around interpersonal skill-building; relationship-building

46
Q

Executive Coaching

A

// High-potential leadership development

// Leadership succession/transition

// Family-owned business challenges

// When leaders are exhibiting …
○ Lack of social or communication skills
○ Difficulty making decisions
○ Inability to control emotions

IO (7 decks)

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