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Chapter 2 DIVERSITY

The document discusses diversity in the workplace. It defines diversity as differences between people in terms of attributes like gender, race, age, and other factors. It notes that a diverse workforce can provide competitive advantages if managed well but challenges if not. It outlines various dimensions of diversity, including visible attributes and less visible ones. Managers' responses to diversity range from exclusion to promotion of mutual adaptation between diverse groups. Overall diversity in the workforce is increasing and must be properly addressed.

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Gezelle Nirza
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230 views17 pages

Chapter 2 DIVERSITY

The document discusses diversity in the workplace. It defines diversity as differences between people in terms of attributes like gender, race, age, and other factors. It notes that a diverse workforce can provide competitive advantages if managed well but challenges if not. It outlines various dimensions of diversity, including visible attributes and less visible ones. Managers' responses to diversity range from exclusion to promotion of mutual adaptation between diverse groups. Overall diversity in the workforce is increasing and must be properly addressed.

Uploaded by

Gezelle Nirza
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Diversity

CHAPTER II
INTRODUCTION

CPeople who are different and have


varied attitudes, desires, ambitions,
beliefs, and work habits make up
today's workforce, which is
becoming more diversity in terms
of gender, color, ethnicity, and
national origin.
CONCEPT OF DIVERSITY
two aspects of the notion of diversity:
• Acceptance and
• Respect

Thomas R. Roosevelt- was among the first to draw attention to


diversity management
Various writers have characterized workforce diversity or
diversity in a variety of ways. Among them are the
following:

● Van Knippenberg and Schippers (2007)


define diversity as a social grouping (i.e., a group, organization, or society) characteristic that reflects the degree to which
there are objective or subjective differences between people within the group without assuming that group members are
necessarily aware of objective differences or that subjective differences are strongly related to more objective differences.
● Carrell (2006)
Age, gender, ethnicity, education, religion, and culture are some of the ways that individuals vary that may influence a job
or relationship inside an organization It is the investigation of these disparities in a secure, pleasant, and caring setting. It is
about getting to know one another and going beyond mere tolerance to embrace and celebrate the rich aspects of variety
that each person inside the company has.
Various writers have characterized workforce diversity or
diversity in a variety of ways. Among them are the
following:

● According to Kim, B.Y. (2006),


diversity may be defined as the wide range of differences that distinguishes an organization's people
resources. This multidimensional perspective of diversity implies that people vary on a variety of
aspects. While certain characteristics (such as color and gender) are clearly apparent, others are less so
(ie, values, personality, education, experience, sexual orientation and religion).
● Soni and Vidu (2000)
Workforce diversity is defined as differences between individuals based on gender, race/ethnicity, age,
religion, physical or mental impairment, sexual orientation, and socioeconomic status.
Various writers have characterized workforce diversity or
diversity in a variety of ways. Among them are the
following:

● According to Kim, B.Y. (2006),


diversity may be defined as the wide range of differences that distinguishes an organization's people resources. This
multidimensional perspective of diversity implies that people vary on a variety of aspects. While certain characteristics
(such as color and gender) are clearly apparent, others are less so (ie, values, personality, education, experience, sexual
orientation and religion).
● Soni and Vidu (2000)
Workforce diversity is defined as differences between individuals based on gender, race/ethnicity, age, religion, physical or
mental impairment, sexual orientation, and socioeconomic status.
● According to Wentling and Palma Rivas (2000),
diversity is the coexistence of workers from different socio-cultural origins inside the business. Cultural characteristics
such as race, gender, age, color, physical ability, ethnicity, and so on are examples of diversity.
Various writers have characterized workforce diversity or
diversity in a variety of ways. Among them are the
following:

● According to Jehn, Nortcraft, and Neale (1999),


diversity is the degree to which a workgroup or organization is diverse in terms of personal and functional characteristics.
● According to Kundu and Turan (1999),
diversity refers to the cohabitation of individuals from different socio-cultural backgrounds inside a business. Cultural
characteristics such as race, gender, age, color, physical ability, ethnicity, and so on are examples of diversity.
● According to Griggs (1995),
variety comprises all of the ways in which individuals vary, as well as all of the various traits that distinguish one person or
group from another. It is all-inclusive and acknowledges everyone and every group as valuable contributors to diversity.
Features of
Diversity
The features of workforce diversity are
as follows:

1. Multidimensional: Diversity is multidimensional because it


encompasses both visible and unseen human aspects.

2. Inclusion: Diversity encompasses both differences and


similarities among individuals.

3. Pros and Cons: Diversity, when handled correctly, may provide a


competitive advantage for a company; but, if mishandled, it can lead
to the firm's demise.
Dimensions of Diversity
In terms of the aspects of diversity, various writers have varied perspectives.
Some of them have been listed below:

1. Loden used a concentric circle to depict the


dimensions of variety.

in the innermost circle (primary), nine main aspects of


variety have been displayed These aspects have a big
impact on a person's values, self-image, and identity,
as well as their opportunities and views of others.

In the outer circle, secondary characteristics such as


job experience, communication style, cognitive style,
political views, education, geographic location,
organization position and level, military experience,
work style, first language, and family status have been
demonstrated. The circle of main and secondary
aspects of variety is shown below.
2. Griggs classified variation into two types:

primary and secondary dimensions.

Primary dimensions of variation relate to inborn


human traits that have a continuing influence on a
person's life, including early socialization. The six major
factors are age, ethnicity, gender, physical abilities/
qualities, race, and sexual orientation.

Secondary dimensions of diversity, on the other


hand, are those that may be changed, such as
educational background, geographic location, marital
status, parental status, religious beliefs and work
experience, military experience, and so on
3. John Hopkins explained the concept of diversity in
the form of a wheel. The center of the wheel indicates
internal dimensions which are generally most
permanent or visible. The outermost part of the wheel
represents the dimensions which are acquired and
undergo a change with the passage of time. The
combination of all of these dimensions has an influence
over the values, behaviors, beliefs, experiences and
expectations of a person.
Responses to Diversity
Managers' and workers' reactions to diversity may take a variety of
forms, each of which may be appropriate in various circumstances.
Below is the outlined eight responses:

1. Exclusion: This entails keeping members of various groups out or driving members of different groups out once
they are in.

2. Denial: Individuals with this reaction think that they can ignore the organization's cultural peculiarities.

3. Suppression: Individuals are taught to keep their differences to themselves.

4. Segregation: This is the practice of assigning members of certain groups to specific jobs or departments.
Managers' and workers' reactions to diversity may take a variety of
forms, each of which may be appropriate in various circumstances.
Below is the outlined eight responses:

5. Assimilation: It aims to convert members of a heterogeneous group into carbon copies of the dominant group. For
this kind of reaction, the organization mostly employs affirmative action initiatives.

6. Tolerance: In this scenario, individual differences are recognized, but efforts are made to limit contact across
groups.

7. Connection Establishing: It is thought that building a healthy relationship would help to overcome difficulties.

8. Promoting Mutual Adaptation: This method believes in embracing and comprehending differences and diversity.
As a result, no one can dispute that in today's world, there is a
culturally diverse workforce in virtually every company.
Managers and businesses as a whole must go to great lengths to
ensure that the culturally diverse workforce is given top
attention.

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