BUS 2090 Lecture Notes - Performance Appraisal, Ethnic Stereotype, Structured Interview

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Published on 2 Feb 2013
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BUS*2090 Lecture Notes
January 24th 2013
Workforce Diversity
Refers to differences among recruits and employees in all characteristics (gender, race, age, religion etc.
Surface level diversity: gender, race etc.
Deep level diversity: different values, beliefs etc.
Stereotypes & workforce diversity
A major barrier
Tend to generalize about people
Common stereotypes are based on gender, age race & ethnicity
Racial & Ethnic Stereotypes
Career tracking based on racial or ethnic stereotyping is common
Organizations are reflections of the environments of which they are part of
More the society respects diversity the more the organization will
Racial stereotypes are persistent, usually negative & often contradictory
Gender Stereotypes
Women are severely underrepresented in managerial & admin jobs
Women hold only 14.4% of corporate officer positions
Stereotypes of women don't match well w/ stereotypes of business people or managers
E.g Emotional
Age Stereotypes
Often have perception older people are less productive
Actually no difference in performance of older & younger employees
HRM Practices
Older people don't get promotions as easily/advancement opportunities
Managing Workforce Diversity
Fairness of HTM practices be fair in hiring, advancement opportunities & promotions
Be aware of perceptual biases & practices
Encourage teamwork that brings minority & majority members together
Have more info about employees
Perceptions of Trust
Trust is related to whether you believe your manager is capable, is nice and if they’re honest
Person Perception in Human Resources
Perception in job interview
Primacy effect
Recency effect
Stereotype of ideal candidate
Contrast effect
Paying more attention to negative than positive info about applicant
* Structured interview is a way to avoid these effects: Set of questions that are asked to every candidate
Perception of recruitment & selection
Signaling theory: Job candidates interpret their recruitment experiences as cues or signals about what
its like to work in an organization
Perception in Performance Appraisal
A subjective performance appraisal is susceptible to some of the perceptual biases above (primacy,
recency & stereotypes)
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Document Summary

Refers to differences among recruits and employees in all characteristics (gender, race, age, religion etc. Deep level diversity: different values, beliefs etc. Common stereotypes are based on gender, age race & ethnicity. Career tracking based on racial or ethnic stereotyping is common. Organizations are reflections of the environments of which they are part of. More the society respects diversity the more the organization will. Racial stereotypes are persistent, usually negative & often contradictory. Women are severely underrepresented in managerial & admin jobs. Women hold only 14. 4% of corporate officer positions. Stereotypes of women don"t match well w/ stereotypes of business people or managers. Often have perception older people are less productive. Actually no difference in performance of older & younger employees. Older people don"t get promotions as easily/advancement opportunities. Fairness of htm practices be fair in hiring, advancement opportunities & promotions. Be aware of perceptual biases & practices. Encourage teamwork that brings minority & majority members together.

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