INDIVIDUAL AND GROUP BEHAVIOUR IN AN

ORGANISATION

CIA 1

Submitted by:

MEGHA B
1927037
MBA A

Submitted to:

PROF. SANTOSH BASAVARAJ

CHRIST (DEEMED TO BE UNIVERSITY)

SEPTEMBER 2019

S. Full APA Journal

Citation Article Title Findings
No reference Name
Ortlieb, R. S., & The making
Sieben, B. (2014). of inclusion  Equality, Background and Purpose: The
Ortlieb
The making of as Diversity and intention of this article is to analyse
&
1 inclusion as structuration: Inclusion: An theoretically and empirically how
Sieben
structuration: empirical International organisations become inclusive –
(2012)
empirical evidence evidence of a Journal with particular respect to migrants –
of a multinational multinational and the potential boundaries of
 inclusion.
The empirical case shows three
fields of organisational procedures
in making integration–recruitment
and selection of staff; training and
growth; meals and parties.
However, there are also social
practices of differentiation and
hierarchization that restrict
participation in the interaction of
particular laws and resources
Method and Subject:
The paper develops a theoretical
framework based on Giddens’
company. Equality
structuration theory. By a firm-level
, Diversity and
case study, the paper empirically
Inclusion: An
examines the theoretical
International
company propositions
Journal, 33(3),
Results:
235-248.
The article suggests that inclusion
doi:10.1108/edi-
bears particular types of the
06-2012-0052
meaning, dominance and
legitimacy of the structural aspects
that institutional actors draw upon
to reproduce the inclusive
organisation. The empirical case
shows three fields of organisational
procedures in making integration–
recruitment and selection of staff;
training and growth; meals and
parties. But the interplay of
particular laws and resources also
includes differentiation and
hierarchization social procedures
that restrict integration.
2 P. Zanoni and M. Zanoni Minority Journal of
Janssens, & employees. Management Background and Purpose:
"Minority Janssen Engaging Studies This research analyses how
employees. (2007) with minority staff participate in
Engaging with (diversity) organizational control. Unlike most
(diversity) management critical research of diversity
: an analysis management, which concentrate on
management: an
of control, how to abstractly control minority
analysis of control,
agency, and staff, the view (diversity) is
agency, and micro- micro- on leadership as a constellation of
emancipation," emancipatio discourses that regulate identity and
Journal of n bureaucratic controls.
Management Method and Subject:
Studies, vol. 44, Four interviews with minority staff
no. 8, pp. 1371- were analysed in depth,
 demonstrating how their
involvement with material and
discursive checks generates both
limitations and micro-emancipation
opportunities
Results:
The minority staff are agents who
1397, 2007 actively resist the constellation of
checks to which they are subject
and/or comply. The particular
constellation of checks in each
organisation is first rebuilt based on
qualitative information gathered in
a technical drawing business and a
hospital

Background and Purpose:

Today's methods of workplace
diversity and inclusion (D & I) are
based largely on un-evalued
experience and intuition rather than
empirical proof. Would voluntary
professional practice standards
assist to increase present and future
R. Hays-Thomas
practice levels in this area? Or are
and M. Bendick, Professionali
they going to be premature?
"Professionalizing zing
Methods and Subjects:
diversity and diversity and
  Hays- Survey on the organisation with 20
inclusion practice: inclusion Industrial &
Thomas middle and high level management.
Should voluntary practice: Organization
3 & Results:
standards be the Should al
Bendick This beneficial result will also
chicken or the voluntary Psychology
(2013) involve industrial and
egg?" Industrial & standards be
organizational (I-O) psychologists
Organizational the chicken
to join their D & I peers in
Psychology, vol. 6, or the egg?
extending D & I practices research,
no. 3, pp. 193-205,
strengthening D & I practitioners '
2013. 
abilities, helping workers prevent
self-incrimination and improving
employer engagement with D & I
itself. Other consequences of D&I
practice norms for their job should
also be known to I–O
psychologists.

4 Mukherj Companies   Companies

S. Mukherjee and ee & with women with women Background and Purpose:
N. Singh, Singh board board When an organization places
"Companies with (2014) members members women on the board, there is a
women board make more make more trickle-down effect on the gender
 balance as it puts pressure on
boards to bring more women into
the organization.
Method and Subject:
members make Industry-wise data suggest that ICT
more money," 27 and consumer goods have the
October 2014. highest female representation in
[Online]. their boards with 13.27% and
Available: 13.08% respectively.
http://timesofindia. Results:
indiatimes.com/bu The lowest female representation
siness/indiabusines was found in the energy and
money money
s/Companies-with- infrastructure sector with 5.3%.
women-board- The global scenario is no different.
members-make- Women in top management, which
moremoney/article includes more than 3,000
show/44943363.c businesses and 28,000 senior
ms. [Accessed 27 executives in 40 nations, display
October 2014] greater yields, greater valuations
and a greater pay-out ratio for
businesses with greater female
involvement in board or top
management.

5 C. Herring, "Does  Herring  Does American

diversity pay? (2009) diversity Sociological Background and Purpose:
Race, gender, and pay? Race, Review The analysis supports seven out of
the business case gender, and eight hypotheses on the positive
for diversity," the business effects on sales revenue of gender
American case for and racial diversity, number of
Sociological diversity customers, perceived relative
Review, vol. 74, market share, and perceived relative
pp. 208-224, 2009. profitability.
Method and Subject:
Hypothesis test
Results:
This comment indicates that there
are two errors in the analysis. First,
missing codes are treated as
substantive codes on the outcome
variables. Second, two control
variables— the size of the company
and the size of the establishment —
are highly skewed, and this skew
obscures their positive associations
with the variables of predictors and
results. The findings only support
one of the original eight
hypotheses, suggesting that
business success is non-consecutive
 rather than beneficial.

6 Background and Purpose:

A. Prasad, This article situates the
"Understanding Understanding Journal of empowerment of the workplace
workplace Prasad workplace Applied within the broader principle of
empowerment as (2001) empowerment Behavioural inclusion and offers an historical
inclusion," Journal as inclusion analysis of the discourse of
of Applied difference in America since the
Behavioural 1930s, with a view to developing
Science, vol. 37, a deeper understanding of the
no. 1, pp. 51-69, dynamics of empowerment in the
2001. American workplace.
Method and Subject:
The article identifies two primary
themes, namely, discrimination
and diversity, as constituting the
discourse of difference and
investigates the differing
historical contours of these two
themes over the period of this
study.
Results:
The article argues that these two
themes reached different levels of
salience during different years,
which had important implications
for empowerment and inclusion in
the American workplace.

Introduction

Having a diverse workforce is increasingly acknowledged as being instrumental in enhancing

the efficiency of the company, as well as being an imperative that organisations can no longer
overlook. Today it is well established that diversity adds tangible and intangible value, even
though it involves working through the problems and expenses that sometimes accompany it.[
CITATION CHe14 \l 16393 ]
Empirical studies on the methods of inclusion in organisation are somewhat restricted, with a
few exceptions.[ CITATION ROr14 \l 16393 ] This is understandable, as companies have entered
common discourse's lexicon only lately. Recruitment and selection, training and development
and socialization activities such as meals and parties were related to areas of organizational
practices for inclusion. [ CITATION PZa07 \l 16393 ]. A more comprehensive review of
continuous inclusive practices, approaches and actions remains mainly absent.
There are different definitions of diversity, as can be expected. Some of the popular
definitions are: “The mixture of attributes within a workforce that in significant ways affect
how people think, feel, and behave at work, and their acceptance, work performance,
satisfaction, or progress in the organization”[ CITATION RHa13 \l 16393 ].
Diversity can provide organisations with many prospective benefits. On one level, it enables
organisations reach out to various client groups and markets, and on another level, by
enabling a range of views; it encourages creativity and greater results and efficiency in the
job.

Advantages of Diversity at workplace:

 A U.S. survey discovered that racial diversity was connected with higher sales
revenues, more clients, higher market share, and higher relative revenues.
[ CITATION CHe14 \l 16393 ].
 The studies that more women as members of the board translate into greater economic
yields were based on a research commissioned by the Times of India group to
examine the connection between their boards and profitability between businesses
with females. The research uses the top Indian 100 businesses listed on the Bombay
Stock Exchange to report a favourable effect on ROE from women's representation in
top management and as board members.[ CITATION SMu14 \l 16393 ]
 A catalyst report found that 43 percent of team citizenship behaviour in India
accounted for employee perceptions of inclusion. Organizations need to re-equilibrate
their focus on inclusion rather than just prioritizing diversity to unleash the full
potential of diversity.[ CITATION JPr14 \l 16393 ]
 Management of diversity alone is not enough to enhance efficiency. The translation of
the profits requires inclusive workplaces characterized by supporting management
and empowered staff. Diversity management policies or methods were also criticized
for not addressing the exclusion of individuals from distinct identification groups and
their restricted access and involvement in the organisation[ CITATION APr01 \l 16393 ]

Linkages to Success

 A Forbes report discovered diversity to be a main driver of innovation and a main

driver of worldwide organizational achievement. The findings show that diversity is
essential to fostering various views and thoughts that promote innovation.[ CITATION
CHe14 \l 16393 ]
 There is also proof that diversity can be related directly to economic results. A latest
research examined the connection between gender diversity and economic
performance at the level of the company unit, using more than 800 company units
across two organisations from distinct industries. The research discovered that
employee engagement and gender diversity separately predict economic performance
at the level of the company unit. The foundation for such results is the concept that
 males and females bring distinct perspectives, varied market perspectives and a wider
range of problem-solving and innovation skills[ CITATION RHa13 \l 16393 ]
 Various organisations are considered to give opportunities for increased creativity,
innovation, economic results, organisational adaptability, improved problem solving
and information processing, retention of employees and increased profit and corporate
image[ CITATION PZa07 \l 16393 ]
 It has been shown that the connection between heterogeneity and desirable job results
is even more crucial when the job includes tacit knowledge such as that of knowledge
workers, since the possession of understanding is not the privilege of any group /
race / individual [ CITATION JPr14 \l 16393 ]

Context of Inclusion in India

Research and reporting on inclusion in the Indian working environment are few with the
focus on education integration. India's Constitution prohibits discrimination on basis of
religion, ethnicity, caste, gender or birthplace. The principle of equal opportunities in public
employment matters is also laid down as a directive. Through the State policy guidelines, the
Constitution, as a protective measure to correct old social, economic, political and economic
deprivations, stipulates that the State shall promote the educational and economic interests of
the planned castes and tribes with particular care. This serves as a protective measure in terms
of reservations for socially and economically marginalized sections in academic
organisations, much like the affirmative course of action in the United States[ CITATION SMu14
\l 16393 ]

While education institutions and public sector organisations are needed to hire for appropriate
representation of backward castes and tribes, discrimination and differential treatment still
occur in fact, as suggested by the Throat Committee report on caste discrimination. Even with
such reports and constitutional safeguards, discrimination and segregation continue in India,
academic institutions and organisations still need to enforce the proposed reforms in full, and
few talk of the need for privilege checks[ CITATION APr01 \l 16393 ]

Conclusion

Diversity is leveraged through inclusion, which enables staff to feel valued and included by
an organization. It needs that differences be recognized and overcome concurrently, by
valuing differences within and across individuals within organisations. The concept of
fairness and justice is central to the discourse on diversity. Individuals need to belong, be
valued, be treated fairly, and be recognized from whatever source or basis their identity
derives. If organisations invest in diversity, they are likely to benefit, in both obvious and
economic respects, but also in other subtle types of higher loyalty, higher well-being and
respect they command in the process.

Learning Outcome
The creation of an inclusive culture must concentrate on recruitment and diversity-based
training beyond diversity and include holistic methods of leveraging diversity. It includes
rephrasing the discussion from demographic diversity to diversity of thought and lastly
inclusion, and addressing both conscious and unconscious biases that may hinder recognition
and integration.
When employees feel included, in a real sense, beyond mere lip service, they can bring the
whole of themselves to the organization, expressing and voicing in an unhindered manner
that enables effective problem-solving, creativity, innovation and enhanced performance in
many ways.

REFRENCES
1. Ortlieb, R. S., & Sieben, B. (2014). The making of inclusion as structuration:
empirical evidence of a multinational company. Equality, Diversity and Inclusion: An
International Journal, 33(3), 235-248. doi:10.1108/edi-06-2012-0052
2. P. Zanoni and M. Janssens, "Minority employees. Engaging with (diversity)
management: an analysis of control, agency, and micro-emancipation," Journal of
Management Studies, vol. 44, no. 8, pp. 1371-1397, 2007
3. R. Hays-Thomas and M. Bendick, "Professionalizing diversity and inclusion practice:
Should voluntary standards be the chicken or the egg?" Industrial & Organizational
Psychology, vol. 6, no. 3, pp. 193-205, 2013. 
4. S. Mukherjee and N. Singh, "Companies with women board members make more
money," 27 October 2014. [Online]. Available:
http://timesofindia.indiatimes.com/business/indiabusiness/Companies-with-women-
board-members-make-moremoney/articleshow/44943363.cms. [Accessed 27 October
2014]
5. C. Herring, "Does diversity pay? Race, gender, and the business case for diversity,"
American Sociological Review, vol. 74, pp. 208-224, 2009
6. A. Prasad, "Understanding workplace empowerment as inclusion," Journal of
Applied Behavioural Science, vol. 37, no. 1, pp. 51-69, 2001

PLAGIARISM REPORT
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