Chapter

Learning Objectives
Ø  After studying this chapter, you should be able to:
–  Describe the two major forms of workforce diversity.
–  Define the key biographical characteristics and describe how
Robbins & Judge they are relevant to OB.
Organizational Behavior –  Define intellectual ability and demonstrate its relevance to
14th Edition OB.
–  Contrast the two types of ability.
–  Describe how organizations manage diversity effectively.
–  Show how culture affects our understanding of biographical
characteristics and intellectual abilities.
Diversity in Organizations
Kelli J. Schutte
William Jewell College

Diversity Biographical Characteristics

Objective and easily obtained personal characteristics.
Surface-level diversity Ø Age
–  Older workers bring experience, judgment, a strong work
ethic, and commitment to quality.

Ø Gender
Deep-level diversity –  Few differences between men and women that affect job
performance.

Diversity Management

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Biographical Characteristics (Continued) Other Biographical Characteristics
Race & Ethnicity Ø  Religion
–  Contentious issue: differences exist, but could be more culture –  May impact the workplace in areas of dress, grooming and
based than race based. scheduling
–  Employees tend to favor colleagues from their own race in
performance evaluations, promotion decisions, pay raises
Ø  Sexual Orientation
Tenure –  Federal law does not protect against discrimination
–  People with job tenure (seniority at a job) are more productive,
absent less frequently, have lower turnover, and are more satisfied. Ø  Gender Identity
–  Tenure has consistently been found to be negatively related to
turnover and has been suggested as one of the single best –  Relatively new issue – transgendered employees.
predictors of turnover.
–  The evidence indicates that tenure and satisfaction are positively
related.

Ability Ability
An individual’s capacity to perform the various tasks in a Ø Made up of two sets of factors:
job. –  Intellectual Abilities
Ø  Intellectual and Physical Abilities •  The abilities needed to perform mental activities.
•  General Mental Ability (GMA) is a measure of overall
intelligence.
•  Wonderlic Personnel Test: a quick measure of intelligence for
recruitment screening.
•  No correlation between intelligence and job satisfaction.

–  Physical Abilities
•  The capacity to do tasks demanding stamina, dexterity,
strength, and similar characteristics.

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Dimensions of Intellectual Ability

Number
Aptitude

Verbal
Memory Comprehension

Intellectual
Spatial
Visualization
Ability Perceptual
Speed

Deductive Inductive
Reasoning Reasoning

E X H I B I T 2–1

Nine Basic Physical Abilities

Strength Factors
•  Dynamic strength
•  Trunk strength
•  Static strength
•  Explosive strength

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 Flexibility Factors Other Physical Factors

Other Factors
Flexibility Factors
• Body coordination
• Extent flexibility • Balance
• Dynamic flexibility • Stamina

Role of Disabilities Implementing Diversity Management Strategies

Ø  When focusing on ability, it can create problems when
attempting to develop workplace policies that recognize
diversity in terms of disabilities.
Ø  It is important to recognize diversity and strive for it in
the hiring process.
Ø  An organization needs to be careful to avoid
discriminatory practices by making generalizations
about people with disabilities.
Ø  Making everybody more aware and sensitive to the
needs of others.
Attracting, Selecting, Developing, and
Retaining the Diverse Employees
Working with Diversity in Groups

Effective Diversity Programs

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 Global Implications Additional Global Implications
Ø  Biographical Characteristics Ø  Intellectual Abilities
–  Not much evidence on the global relevance of the –  Structures and measures of intelligence generalize across
relationships described in this chapter. cultures.
–  Countries do vary dramatically on their biographical Ø  Diversity Management
composition. –  Diversity management is important across the globe.
However, different cultures will use different frameworks
for handling diversity.

Summary and Managerial Implications Summary and Managerial Implications

Ø  Summary: –  Diversity Management
–  Ability •  Must be an ongoing commitment at all levels of the
•  Directly influences employee’s level of performance. organization.
•  Managers need to focus on ability in selection, promotion, and •  Policies must include multiple perspectives and be long term in
transfer. their orientation to be effective.
•  Fine-tune job to fit incumbent’s abilities.
–  Biographical Characteristics
•  Should not be used in management decisions: possible source
of bias.