Transcript Chapter 11 Fairness and Diversity in the Workplace (all Modules)

Work in the 21st Century
Chapter 11
Fairness and Diversity
in the Workplace
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Module 11.1: Fairness
• Justice & fairness are used to characterize
an event or an exchange relationship
• Trust is a belief in how a person or
organization will act on some future
occasion
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Organizational Justice
• Includes considerations of
organizational procedures, outcomes,
& interpersonal interactions
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Figure 11.1:
Types of Justice
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Distributive Justice
• Perceived fairness of allocation of outcomes
or rewards to organizational members
• Definitions of what is “fair”
– Merit or equity norm
– Need norm
– Equality norm
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Procedural Justice
• Perceived fairness of the process by
which rewards are distributed
• Voice: Having possibility of
influencing or expressing an objection
to a process or outcome
• Has an impact on layoffs & self-esteem
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Interactional Justice
• Sensitivity with which employees are
treated; linked to extent to which
employee feels respected by employer
• Consists of a) informational & b)
interpersonal justice
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Deontic Justice
• Deontic Justice
– Form of organizational justice based on what is
the correct moral course of action for a
company or for an individual
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Justice vs. Injustice
• Injustice, once experienced, leads to:
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Retaliation
Reduced effort
Reduced motivation
A lasting impact on attitudes, emotions, & behavior
• Perceptions of justice lead to:
• Extra effort
• Feelings of inclusion
• Feelings of contribution
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Module 11.2: Practical
Implications of Justice Perceptions
• Performance evaluation
– Feelings of fairness more a matter of procedural
justice
– Feedback process most important determinant
of feelings of fairness
– Shift from performance measurement to
performance management
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Applicant Perceptions of
Selection Fairness
• Research on applicant reactions to selection
procedures
• Applicant reactions have an effect on:
– Acceptance/rejection of employment offer
– Reputation of organization
– Litigation
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Special Case of Affirmative Action
• EEO Philosophy
– All individuals have same opportunity,
allowing success to be dictated by merit
• Affirmative Action
– Provides specific mechanisms for reducing
under-representation of particular demographic
groups
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Affirmative Action (cont’d)
• Affirmative action programs (AAPs) can take
many forms
• Much emotion surrounds
AAPs
– Favored vs. unfavored
employees
• Reactions to AAPs
Duncan Smith/Getty Images
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Table 11.1: Research Findings on
Reactions to Affirmative Action Programs
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Figure 11.2: Conceptual Model of Determinants
of Attitudes Toward an AAP Program
SOURCE: Kravitz & Klineberg (2000)
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Module 11.3: Diversity
• What does diversity mean?
– Differences in demographic
characteristics, values, abilities, interests,
& experiences
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Table 11.2: A Taxonomy for
Describing the Content of Diversity
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Dynamics of Diversity
• Relational demography
– Relative makeup of various demographic
characteristics in particular work groups
• Tendency for work groups to seek
homogeneity rather than diversity
– Creates trust
– Enhances communication
– Increases satisfaction, commitment, &
effectiveness
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Dynamics of Diversity (cont’d)
• Group members appear to value
homogeneity because in diverse groups:
1. Others don’t agree with your vision
2. Differences in vision are result of value differences
3. Differences in vision lead to disagreements
4. Differences in expertise lead to disagreement about
methods
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Table 11.3: Approaches to Training for
Work in International Contexts
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Diversity From Work
Group Perspective
• Group heterogeneity often enhances
creative efforts by widening approaches to
problem-solving
• Although culturally homogeneous work
groups initially perform at higher levels,
heterogeneous work groups become more
effective over time
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Managing Diversity From the
Organizational Perspective
• Ineffective models for diversity
– Assimilation model
– Protection model
• Ideal diversity model
– Value model
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HR initiatives that
support Value Model
1. Recruit specifically with diversity in mind
2. Ensure career development is available for every
member of organization
3. Provide diversity training
4. Seek input from diverse group members
5. Provide support & networks for diverse group
members
6. Develop connections to cultural groups in community
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Leadership & Diversity
• Tendency for group homogeneity places
greater burden for managing diversity on
shoulders of group/team leader
– Leaders must remember that each group
member is an individual
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