Content Page
Diversity – 2
Attitude & Job Satisfaction – 8
Emotions and Moods - 10
Personality and Values - 14
Motivation - 20
Groups & Teams - 29
Leadership - 39
Power & Politics - 47
Organizational Culture - 52
Managing Change - 60
1
,Chapter 2 Diversity
Why Diversity?
Company reputation
- 83% of women seek companies with strong records of diversity and equality
- Everyone believes in fair treatment, workplace discrimination tends to damage a
company’s reputation
Decreased turnover and increased engagement
- Inclusive cultures have 22% lower turnover rates due to increased morale,
opportunity and equality
- Higher satisfaction levels increases employee engagement, resulting in increased
performance
2
,Unconscious Bias (Surface level diversity)
- Stereotypes we use in making quick decision making
- I.e. Association of “rational, dominant and driven” as masculine traits, Women with
these traits tend to be perceived as cold, aggressive and unlikeable.
- Chinese people are good at math
- Indians make good engineers
1. Age
o Singapore – Aging Workforce
o Studies show lower turnover and absenteeism rates lower among older
workers
o Age not associated with lower productivity
o How to bridge the gender gap at work – making more conservative older
workers gel well with more liberal younger workers
o Older workers more likely to be targeted for lay offs – higher pay and
benefits
2. Gender
o Societal Stereotypes – Primary Family caretaker, more worklife balance,
maternal wall bias
o Dominant, Driven seen as masculine traits, females with these traits tend to
be perceived as hostile and unlikeable
o Less likely to be assigned the glamour work, more likely to be given the
housekeeping work to do -> less likely to be recognised
o No conclusive differences in ability or skills
3
, 3. Race and Ethnicity
o Bias in favour of own race
o Similar resumes with Anglo sounding name more likely to get interview call
ups
▪ The callback gap for Asian American was 9.5%
▪ The callback gap for African American was 15.5%
o Industry specific bias – Indian engineers in Silicon Valley companies
4. Disability
o May receive higher performance review, but may be due to lower
performance expectations
o General physical disabilities may not have large effect on non-physical related
job ability
o Not all countries have legislation in place to protect their rights
▪ US does!!
Deep-level diversity
→ Differences in values, personality, and work preferences.
- Ability
o Intellectual Abilities
o Physical abilities
Problems with pursuing diversity goals
- Diversity not a commonly understood goal
- Resentment and frustration among “in-group”
o Perceive unmeritocratic rise of the “out-group”
- Overfocus on empowering “out-group” -> Reverse Discrimination
o Hiring females over much better male alternatives for the sake of diversity
numbers
- Can instead deepen divides if reasons are not communicated well & frustrations are
not managed
*Importance of pursuing diversity for competitive advantage vs pursuing diversity for
diversity’s sake
- should not have inherent gender biases that prevent them from tapping on a wider
talent pool, resulting in having males in positions when there are female talents
capable of doing a better job due to the lack of gender diversity
*Need for diversity management in 1) communicating need for diversity 2) managing
diverse work force
4
Diversity – 2
Attitude & Job Satisfaction – 8
Emotions and Moods - 10
Personality and Values - 14
Motivation - 20
Groups & Teams - 29
Leadership - 39
Power & Politics - 47
Organizational Culture - 52
Managing Change - 60
1
,Chapter 2 Diversity
Why Diversity?
Company reputation
- 83% of women seek companies with strong records of diversity and equality
- Everyone believes in fair treatment, workplace discrimination tends to damage a
company’s reputation
Decreased turnover and increased engagement
- Inclusive cultures have 22% lower turnover rates due to increased morale,
opportunity and equality
- Higher satisfaction levels increases employee engagement, resulting in increased
performance
2
,Unconscious Bias (Surface level diversity)
- Stereotypes we use in making quick decision making
- I.e. Association of “rational, dominant and driven” as masculine traits, Women with
these traits tend to be perceived as cold, aggressive and unlikeable.
- Chinese people are good at math
- Indians make good engineers
1. Age
o Singapore – Aging Workforce
o Studies show lower turnover and absenteeism rates lower among older
workers
o Age not associated with lower productivity
o How to bridge the gender gap at work – making more conservative older
workers gel well with more liberal younger workers
o Older workers more likely to be targeted for lay offs – higher pay and
benefits
2. Gender
o Societal Stereotypes – Primary Family caretaker, more worklife balance,
maternal wall bias
o Dominant, Driven seen as masculine traits, females with these traits tend to
be perceived as hostile and unlikeable
o Less likely to be assigned the glamour work, more likely to be given the
housekeeping work to do -> less likely to be recognised
o No conclusive differences in ability or skills
3
, 3. Race and Ethnicity
o Bias in favour of own race
o Similar resumes with Anglo sounding name more likely to get interview call
ups
▪ The callback gap for Asian American was 9.5%
▪ The callback gap for African American was 15.5%
o Industry specific bias – Indian engineers in Silicon Valley companies
4. Disability
o May receive higher performance review, but may be due to lower
performance expectations
o General physical disabilities may not have large effect on non-physical related
job ability
o Not all countries have legislation in place to protect their rights
▪ US does!!
Deep-level diversity
→ Differences in values, personality, and work preferences.
- Ability
o Intellectual Abilities
o Physical abilities
Problems with pursuing diversity goals
- Diversity not a commonly understood goal
- Resentment and frustration among “in-group”
o Perceive unmeritocratic rise of the “out-group”
- Overfocus on empowering “out-group” -> Reverse Discrimination
o Hiring females over much better male alternatives for the sake of diversity
numbers
- Can instead deepen divides if reasons are not communicated well & frustrations are
not managed
*Importance of pursuing diversity for competitive advantage vs pursuing diversity for
diversity’s sake
- should not have inherent gender biases that prevent them from tapping on a wider
talent pool, resulting in having males in positions when there are female talents
capable of doing a better job due to the lack of gender diversity
*Need for diversity management in 1) communicating need for diversity 2) managing
diverse work force
4
