2200.2008.Ch4Diversity%26Difference

2200.2008.Ch4Diversity%26Difference - © Stéphane Guerraz...

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Unformatted text preview: © Stéphane Guerraz Langara OB2200 / 2008 1 Agenda Chapter 4 – Diversity and Individual Differences Workforce diversity Personality – Social Traits – MBTI Types – Values – Overview of the PCM Model © Stéphane Guerraz Langara OB2200 / 2008 2 Individual and Diversity Individuals are the building block of any organization Making sure that responsibilities are conferred to individuals based on their ability to fulfill the job requirements is far from obvious : – Glass ceiling (e.g. for women) – Discrimination without basis (e.g. origin in France) – Discrimination based on a criteria (e.g. specific requirements unrelated to tasks on a job) Even where there is equal employment opportunities, how to enforce it? Employment equity: BC Human Rights Code – Impact on recruitment procedures – Difference between equity and equality Non-discriminatory workplace decisions Should immigrants be hired if a Canadian can not do the job as well? What about affirmative action? Job Equity Issues Questions © Stéphane Guerraz Langara OB2200 / 2008 3 Workforce diversity Workforce diversity refers to differences based on gender, race/ethnicity, sexual orientation and able-bodiedness Workforce diversity = key demographic differences among members of a particular workforce Differences are based on: – gender, – race and ethnicity, – age, – sexual orientation, – able-bodiedness, – sometimes also marital status, parental status, religion, citizenship Challenge: manage the diversity in a way that: – respects each individual, – yet promotes a sense of organization vision and identity shared by whole workforce © Stéphane Guerraz Langara OB2200 / 2008 4 Workforce diversity Canada has one of the most diverse workforce in the world Racial and ethnic groups: 20% of Canadian workforce from visible minorities by 2020 – no evidence of correlation with job-fit or performance Able-bodiedness: disabled work as well or better than non-disabled, yet still most of them unemployed; cost of accommodation typically low Men/Women: women paid average 80c per dollar 1 earned by men; higher absenteeism rates; no consistent difference in job performance Age: age positively correlated with performance, but older workers negatively stereotyped Proper selection criteria: aptitudes, ability, personality, values, attitudes Why do companies hire you? © Stéphane Guerraz Langara OB2200 / 2008 5 Aptitude and Ability Testing for aptitude and ability for a job works only if evidence of positive correlation between test results and performance on the job Aptitude = person’s capability to learn something (i.e., potential abilities) – E.g., mental aptitude, general intelligence Ability = person’s existing capacity to perform the various tasks needed to perform a particular job; the knowledge and skills a person already has – E.g., physical ability – muscular strength, cardiovascular endurance Theory <> Practice: is test a good indicator? © Stéphane Guerraz...
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This note was uploaded on 07/14/2009 for the course BUSM 2220 taught by Professor Noel during the Winter '09 term at Langara.

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2200.2008.Ch4Diversity%26Difference - © Stéphane Guerraz...

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