week 3 Flashcards
Social Identity & Categorisation Theory (Tajfel & Turner. 1979):
3 arg
is a perception of togetherness with a group of persons
categorization of individuals, the distinctiveness and prestige of the group
leads to activities that are in agreement with the identity, support for institutions that embody the identity, stereotypical perceptions of self and others
, and outcomes that traditionally are associated with group formation, and it reinforces the antecedents of identification
Social Comparison Theory (Buunk & Gibbons 2007):
3
This theory recognises that individuals are driven to compare themselves to similar others or to those slightly better on relevant dimensions (Abrams & Hogg 1990).
Individuals often choose to compare themselves with those perceived to be better, in the desire and belief they belong to the same category.
The association between self evaluation affiliation choices has implications for problem solving and emotional regulation (Exline & Lobel 1997).
Similarity – Attraction Theory (Byrne, 1971).
1
Depending on demographic characteristics, individuals perceive themselves as similar to other group members, which nurtures trust and mutual cooperation and interaction. The result is the emergence of subgroups leading to less effective functioning of the team at large
Information-Processing and Decision-Making Theories (Gruenfeld et al., 1996).
This perspective suggests that heterogeneity within a group improves information exchange and enables decision-making
Members of diverse groups have access to a great variety of resources using more diverse networks than homogeneous groups would do
This perspective emphasizes positive outcomes of diversity, whereas the others tend to focus more on negative outcomes of group structures and processes
A New Paradigm for Managing Diversity( Ely & Thomas, 2001)
3 +exp
Discrimination and fairness paradigm:
ensures all employees are treated equally and with respect and that some are not given unfair advantage over others.
Access and legitimacy paradigm:
need a demographically diverse workforce to gain access to these differentiated segments; and employees with multilingual skills to understand and serve customers better.
Learning and effectiveness paradigm (the emerging paradigm):
lets the organization internalize differences among employees so that it learns and grows because of them. “We are all on the same team, with our differences - not despite them”.
Differences between managing equal opportunities and managing diversity EEO
Addresses inequality through rights Neutralises individual differences Treats people the same A narrow view of difference A focus on HR processes Promotes assimilation An emphasis on procedures and regulation
Differences between managing equal opportunities and managing diversity MD
Promotes diversity for organisational benefits
Recognises individual differences
Treats people differently
An inclusive view of difference
Concerns all functions of the organisation
Promotes variety
An emphasis on organisational objectives
positives Business Case for Diversity…
diverse talents and perspectives
insight to customers
CSR values in place
brand reputation
, ‘Diversity aware organisations are
are those which view diversity among their stakeholders as important, and therefore implement processes to ‘nurture a climate of inclusion’
Utilitarianism perspective:
Utilitarianism contends that ethical behavior is that which benefits the most people and the end justifies the means in promoting the common good;
Rights perspective:
Rights perspective argues that “doing the right thing” is not enough and everyone, regardless of race, gender, disability, or any other factor, is possessed of the same unconditional obligation. It is important to “act in such a way that you always treat humanity, whether in your person or in the person of any other, never simply as a means, but always at the same time as an end” (Kant, 1964, p.96)
A Kantian deontology
approach to diversity: our actions should be consonant to a principle of obligation to pursue what is morally right, attributing weight to good intentions, regardless of consequences. Such principles apply categorically, in addressing the relationship between HRM, performance, and employee well-being
Virtue ethics
views on diversity seeks to mitigate the apparent tension between the pursuit of self-interest and the achievement of the common good, due to the fact that virtue and integrity are highly interactive with morally responsible corporate policies and strategies (Solomon, 2004) - Virtues like forgiveness, humility and compassion …can reduce prejudice and attenuate rigid social categorizations, thus diminishing levels of stereotypical representations, eliminating various sources of conflict in diverse work environments
An ethics of care
conception of differences - It focuses on the creation and maintenance of sustainable relationships, informed by a genuine concern for the bonds that unite and connect us with other people: a caring relationship is reciprocal, one that fosters empathy (see, Slote, 2007) and responsiveness to the tangible needs of others
At the organizational level, a caring work environment may result in:
4
positive managerial expectations about the intrinsic value of diversity;
the implementation of contextually-orientated interventions;
an internal fit among all diversity practices adopted and consistently implemented; and
aligning diversity management practices with other organizational systems, strategies and decisions
