IMPACT OF SOCIAL &

ETHICAL ISSUES ON
ORGANIZATION
BEHAVIOUR

By: Manohar Sivvala-20111632

Hemang Barla-20111625
Aishwarya Saran-20111604
Ark Suraj Bhagat-20111609
Subject: Organization Behaviour
Class: 2 BBA Section D
CIA-I Part A Project
Prof Name: Dr. Luthufi M
 What True Diversity In An Organization Means
Workplace diversity encourages acceptance, respect, and cooperation despite disparities
between ethnicity, age, sex, native language, religion, sexual orientations, and
communication modes.
There are also advantages to a different workplace. The effect of process and product
creativity is workers of different backgrounds and demographics. The effect can be
monumental when differing minds are brought together to accomplish a shared objective. In
reality, businesses with diversity and inclusion in the workplace have 15 per cent
outperformed other non-diversely involved firms.
However, more problems arise as the workplace becomes more diverse. The different issues
associated with diversity must be presented to the staff and recruitment practitioners to avoid
and tackle them.

Social And Ethical Issues In Business Organization

Corresponding To Diversity

1. Acceptance and Respect

Respect between workers and employees is a key-value that contributes to a successfully
diversified workplace. Disputes can arise if different cultures and beliefs of employees are
not accepted. This tension can often turn to hostility and can even impact rough situations.
When workers feel acceptable to each other's differences, ideas and fruitful teamwork are
shared. Acceptance promotes mutual respect and avoids the emergence of disputes.

2. Accommodation of Beliefs
Diversity in cultural, spiritual, and political beliefs can sometimes pose a challenge in a
diverse workplace. Employees need to be reminded that they should not impose their beliefs
on others to prevent spats and disputes. They also need to keep their ethnic and personal
opinions independent of their work responsibilities and duties. In a diverse workplace,
cultural, moral, and political views may also be an obstacle

.
3. Ethnic and Cultural Differences

The New York Times article notes that out of Fortune 500 firms, there are only 5 African-
American CEOs. Besides, a study by the University of Wisconsin has shown that those with
African-American names are 14% less likely to receive a callback.
Sadly, there are also problems in the workplace due to racial and cultural divisions. Some
persons harm people whose racial, cultural and religious backgrounds are different from one
another.
This bias and discrimination in the workplace should never be allowed (or anywhere else).
Clear and objective business practices should be implemented to discourage prejudices from
being shown by workers.
Unfortunately, racial and social differences in the working world are still present. Some
people take a preference over people of different racial, social and strict foundations. In the
working world, prejudice and isolation should never be suffered (or elsewhere).

4. Gender Equality
A recent study shows that 40% of people agree that both men and women hire men over
women. Another research backed by another study indicates that men are 30 per cent more
likely than women to become managers. Men also earn about 24.1% more base salaries than
women.
The Equal Pay Act has changed this in the past; women were paid less than men. Women
have flooded the workplace in recent years. Employers must avoid discrimination against
men and women and ensure equal opportunity concerning employment, pay, and promotion.
According to a new survey, 40% of those surveyed believe that men and women both want to
hire men. Another survey found that men are 30% more likely than women to be elevated to
management positions. Besides, men get around 24.1 per cent more in base pay than women.

5. Physical and Mental Disabilities

Disabled members also strive to explore their working climate, as suitable facilities are not
available as primarily as wheelchair tilt. Some unique necessities often have management
canines, and some business places do not allow them inside.

6. Generation Gaps
By 2025, thousands of employees make up 75 per cent and change the culture of the
workforce. Workers from other generations may have trouble adjusting to changes in the
workplace and the younger generation's working culture.
In larger businesses, age ranges range from young people to older people. This can create
cliques and social networks and lead to the isolation of individual employees from the team.
People from various generations can also disagree about how things are to be done.

7. Language and Communication

In organisations with a different workforce, language and correspondence are still obstructed.
U.S. or U.K. organisations regularly recruit people whose local language or the first language
isn't English, so they encounter problems that become evident here and there. This can lead to
misunderstanding and misfortune in performance.

Recent Workplace Diversity Trends

1. Adopting a more diverse definition of diversity

While the focus remains on gender and ethnicity, companies are beginning to invest in
several various fields.
Harvey Nash's most recently published H.R. Survey asked, "What are your
organization's areas of activity?"
• Gender of 60%
• Ethnicity/culture 41%
• Age of 38%
• LGBTQ of 14%

Age discrimination is gaining popularity and will be a significant issue in 2019 with
ageing demographics and more people late retirement.

2. Using technology like A.I. to avoid unconscious bias

Input from a summary like a candidate's previous posts' name and dates may cause
demographic bias such as ethnicity, sex, and age. In 2019, A.I. adoption will be
enhanced as A.I. can be trained to resist implicit prejudices by neglecting demographic
details when selecting candidates and resuming screening.
Also, the demographically disruptive applicants it sources and displays can be screened
for prejudice by A.I. technology. If the A.I. excludes a group of people unfairly, human
action may correct this supervision.
3. Sourcing candidates with non-traditional credentials
There is a general lack of talent with 16-year unemployment, but one sector feels the
hurt is technology. In 2018, less emphasis will be placed on conventional supervisors
(e.g. informatics) to open up the pool of candidates for those whose non-traditional
qualifications also demonstrate the desired skills.
In the New Year, resources that can help test candidates' skills and knowledge will be
implemented more broadly if this means candidates who are not STEM graduates who
have taught themselves how to code or learn from a coding boot camp.

4. Testing diversity initiatives with data

The activity that sounds good on the surface hasn't proven very useful and was a
significant booklet for growing workplace diversity. Companies recognise that their
diversity programmes must be tested with data collection. The interviewers of Airbnb,
for example, were previously trained to develop commonality with applicants (e.g.,
hobbies, background education, experience).
While this type of behaviour seems to be a positive thing, it contributes to people's
similarities like us rather than focusing on their abilities. To avoid deliberately finding
commonalities, Airbnb has updated the recruitment process and has used objective
scorecards to ensure all applicants have been reasonably and objectively assessed. In
2019, businesses will stop taking items on a face value basis and begin to use data to
determine their initiatives' effectiveness.

5. Standardizing the interview process to reduce bias

As Airbnb has heard, it is one of the easiest ways to decrease the distortion and
critically evaluate the candidates by asking candidates the same collection of questions
and assessing their responses. At the beginning of the interview, the company can still
establish a personal relationship with candidates through a small conversation and
relationship.
In 2018, recruiters can avoid a candidate's first impressions of "taking out" or ignoring
applicants' responses to the first few questions that overwhelmingly weigh his decision
making.

6. Putting your money where your mouth is

Experts in the industry, such as Bersin, believe that personal responsibility is the most
powerful way of moving the needle over diversity. Bersin suggests that just 6 per cent
of the organisations surveyed link compensation to diversity and inclusion
performance. A survey from Forbes Insights showed that senior management
accountability with a range of measurements for their diversity and inclusion
programmes results:
 Quality assessments of 66%
 Bonuses of 51%
 48 per cent reviewed by business/department
 Wage rises by 42%

Initiatives Required To Address Social And Ethical Issues

Corresponding To Diversity

1. It is recommended that organisations need to embrace diversity and ethics management

strategies so that organizational performance and employees' performance can be
achieved.
2. Diversity and ethics should be encouraged, but the proper mechanism should be put in
place so that the issue of ethnic or cultural division does not become a strong force in the
workplace. People should practice their culture at home, not at the place of work. The
leaders of the organization should live by example, and open confrontation about ethical
deviations should be encouraged.
3. Human resource should formulate strategies to eliminate negative ethnic discrimination
climate within the organization. Awareness based training programs should be organized
to help employees to reflect on their stereotypes.
4. Human resource management needs to formulate policies that encourage employees'
development or recruitment of employees with diverse educational backgrounds; this will
create a vast pool of knowledge within the organization, thus enhancing organizational
ethics and competitiveness.