MGHB02H3 Chapter 3: Chapter 3 Notes
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N when a behaviour is highly distinctive, in that it occurs in only one situation, it is assumed that it is a situational attribute. N workforce diversity differences among recruits and employees in characteristics such as gender, race, age, religion, cultural background, physical ability, or sexual orientation. As firms becomes more diverse, the cost of a poor job in integrating workers will increase. Those who handle this well will thus create cost advantages over those who don"t. Companies develop reputations on favourability as prospective employers for women and minorities. Those with the best reputations for managed diversity will win the competition for the best personnel. As the labour pool shrinks and changes composition, this edge will become increasingly important. For multinational firms, the insight and cultural sensitivity that members with roots in other countries bring to the marketing effort should improve these efforts in important ways. The same rationale applies to marketing to subpopulations within domestic operations.
