Chapter 2 Workplace diversity
Two major forms of workplace diversity
- Surface-level entails demographics
- Deep-level is more concerned with personality, values
Discriminatory practices as a result of these differences will lower the morale of the staff.
Might even cause people to leave the company. If people do not enjoy their work
environment it is bad for the productivity. Types of discrimination are:
- Discriminatory practices (Unequal rewards for performance of denial of equal
opportunities)
- Sexual harassment (Unwanted sexual advances where it be physical or verbal)
- Intimidation (Over threats or bullying towards members of a specific group)
- Exclusion (Exclusion of certain people from social events, job opportunities,
discussions or informal mentoring)
- Incivility (Disrespectful treatment of a person, aggressive behavior, interrupting or
ignoring a person)
Key biographical characteristics (The relation of these factors to the work outcome is often
overestimated)
- Age
- Sex
- Race and ethnicity
- Disability
- Tenure
- Religion
- Sexual orientation and gender identity
- Ability
Relevance of intellectual ability
Intelligence can have a positive effect on the job performance of an employee, however it
does not give them higher satisfaction. Due to the higher intelligence, people tend to get
more interesting jobs, however they also expect more of the job
Contrast between intellectual and physical ability
Physical ability is much more focused on the strength, concerning stamina and muscles
usage. Intellectual ability is less measurable at has many different dimensions that could be
important for different jobs. However all dimensions effect the job performance of any job.
In the contrary some strengths do not add any value to the performance of an employee for
a certain job
How do organizations manage diversity effectively?
It starts with recruiting
- Advertising in woman and minority geared publications
- Let woman meet with woman during the interview
- Re-entering programs for mothers
, Making staff and management aware of the importance and benefits of diversity, through
training and positive experience that perceived when hiring diverse
Chapter 3 Attitudes
Three components of attitudes
- Cognitive (Belief or description about the ways things are)
- Affective (Emotional or feeling segment of an attitude)
- Behavioral (Intention to behave in a certain way towards someone or something)
Relationship between attitudes and behavior
Attitude follows behavior; a person’s attitude towards someone or something will change
according to their behavior. To reduce dissonance between what is said and what is done
Comparison and relation between major job attitudes
Job satisfaction = feelings about their job
Job involvement = how important is the job for an employee for their job performance to
their self-worth
Psychological empowerment = the degree of which an employee feels that he/she can
influence the working environment
Organizational commitment = not influenced by job satisfaction. Staff that is commitment
will still be loyal to the organization. The absenteeism will be lower that non-committed and
there is a slightly positive relation between commitment and productivity
Perceived organizational support = the degree that employees think that the company cares
about their well being. The way this is valued and perceived is heavily dependable on culture.
Employee engagement = a fairly new concept, therefor it is usefulness is still heavily debated.
However some studies show that co-worker relations do have a significant effect on the
productivity
Measure of job satisfaction
Job satisfaction is defined as a positive feeling about a job resulting from and evaluation or
its characteristics
There are two measures for job satisfaction
A single question rated 1-5 “all things considered, how satisfied are you with your job”
The other measure is constructed of many different facets of job satisfaction similarly rated
as the previous one, than summation of those results show the measure of satisfaction
Neither measure is more accurate than the other, the simpler one however leaves time for
open questions that could be higher value to management
Four employee responses to dissatisfaction
- Exit
- Voice
- Loyalty
- Neglect
Chapter 4 Emotions of work
Two major forms of workplace diversity
- Surface-level entails demographics
- Deep-level is more concerned with personality, values
Discriminatory practices as a result of these differences will lower the morale of the staff.
Might even cause people to leave the company. If people do not enjoy their work
environment it is bad for the productivity. Types of discrimination are:
- Discriminatory practices (Unequal rewards for performance of denial of equal
opportunities)
- Sexual harassment (Unwanted sexual advances where it be physical or verbal)
- Intimidation (Over threats or bullying towards members of a specific group)
- Exclusion (Exclusion of certain people from social events, job opportunities,
discussions or informal mentoring)
- Incivility (Disrespectful treatment of a person, aggressive behavior, interrupting or
ignoring a person)
Key biographical characteristics (The relation of these factors to the work outcome is often
overestimated)
- Age
- Sex
- Race and ethnicity
- Disability
- Tenure
- Religion
- Sexual orientation and gender identity
- Ability
Relevance of intellectual ability
Intelligence can have a positive effect on the job performance of an employee, however it
does not give them higher satisfaction. Due to the higher intelligence, people tend to get
more interesting jobs, however they also expect more of the job
Contrast between intellectual and physical ability
Physical ability is much more focused on the strength, concerning stamina and muscles
usage. Intellectual ability is less measurable at has many different dimensions that could be
important for different jobs. However all dimensions effect the job performance of any job.
In the contrary some strengths do not add any value to the performance of an employee for
a certain job
How do organizations manage diversity effectively?
It starts with recruiting
- Advertising in woman and minority geared publications
- Let woman meet with woman during the interview
- Re-entering programs for mothers
, Making staff and management aware of the importance and benefits of diversity, through
training and positive experience that perceived when hiring diverse
Chapter 3 Attitudes
Three components of attitudes
- Cognitive (Belief or description about the ways things are)
- Affective (Emotional or feeling segment of an attitude)
- Behavioral (Intention to behave in a certain way towards someone or something)
Relationship between attitudes and behavior
Attitude follows behavior; a person’s attitude towards someone or something will change
according to their behavior. To reduce dissonance between what is said and what is done
Comparison and relation between major job attitudes
Job satisfaction = feelings about their job
Job involvement = how important is the job for an employee for their job performance to
their self-worth
Psychological empowerment = the degree of which an employee feels that he/she can
influence the working environment
Organizational commitment = not influenced by job satisfaction. Staff that is commitment
will still be loyal to the organization. The absenteeism will be lower that non-committed and
there is a slightly positive relation between commitment and productivity
Perceived organizational support = the degree that employees think that the company cares
about their well being. The way this is valued and perceived is heavily dependable on culture.
Employee engagement = a fairly new concept, therefor it is usefulness is still heavily debated.
However some studies show that co-worker relations do have a significant effect on the
productivity
Measure of job satisfaction
Job satisfaction is defined as a positive feeling about a job resulting from and evaluation or
its characteristics
There are two measures for job satisfaction
A single question rated 1-5 “all things considered, how satisfied are you with your job”
The other measure is constructed of many different facets of job satisfaction similarly rated
as the previous one, than summation of those results show the measure of satisfaction
Neither measure is more accurate than the other, the simpler one however leaves time for
open questions that could be higher value to management
Four employee responses to dissatisfaction
- Exit
- Voice
- Loyalty
- Neglect
Chapter 4 Emotions of work
