MGHB02H3 Chapter Notes - Chapter 3.6-3.7: Ageism, Stereotype Threat, Gender Role
3.6 Discuss the concepts of workforce diversity and valuing diversity
Workforce diversity: diversity of employees or potential recruits (differences in age, gender, race,
religion, cultural background, etc.)
Valuing diversity: Having diversity provides strategic and competitive advantages such as improve
problem solving, creativity, improved recruiting and marketing
• Labour force matches the consumer profile; better understanding of the customers
• Competitive advantage in global markets
• Increased business unit performance
• Superior financial performance
3.7 Discuss how racial, ethnic, religious, gender and age stereotypes affect organizational behaviour and
what organizations can do to manage diversity
Stereotype threat: members of the given social group feel that they may be judged based on a
stereotype and that their behaviour will reinforce the stereotype
• The fear of the stereotype threat can undermine performance
Racial, ethnic and religious stereotypes: affect hiring and promotions, minorities fell less job
satisfaction, success of minorities are situationally attributed
Gender stereotypes: women are under represented in managerial and administrative jobs, and top-level
position
• Stereotype of successful managers are different from stereotypes of women
• Women face discrimination in climbing corporate ladder
• People more likely to allow leave of absence for women to take care of children
• Less liked in tradition male jobs which affected evaluations and recommendations for rewards
• Women do not suffer from stereotyping when decision makers know the women and job well
Age stereotypes: older workers are seen to be less productive, creative, logical and capable of
performing under pressure, and less potential for development than younger workers
• Considered more honest, dependable and trustworthy, more citizenship and show more safety
• Older women: less workplace aggression, on-the-job substance abuse, tardiness, absenteeism
• Older works less likely hired for fast paced, high risk decision making jobs, less promotable for
marketing jobs that require creativity, more likely to be laid off in corporate restructuring
• Stereotypes of less effect when managers of more information on the specific person
Managing workforce diversity
• Have enough minorities i the work fore so that they are’t laeled as the iority
• Career decision makers should have accurate information about the person in question
• Train people to be aware of stereotypes
• Encourage teamwork between minority and majority
• Diversity training programs need to be coupled with skills training that is relevant to the job and
diversity should be integrated into the company culture to be effective
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Document Summary
3. 6 discuss the concepts of workforce diversity and valuing diversity. Workforce diversity: diversity of employees or potential recruits (differences in age, gender, race, religion, cultural background, etc. ) Valuing diversity: having diversity provides strategic and competitive advantages such as improve problem solving, creativity, improved recruiting and marketing. Labour force matches the consumer profile; better understanding of the customers: competitive advantage in global markets, superior financial performance. 3. 7 discuss how racial, ethnic, religious, gender and age stereotypes affect organizational behaviour and what organizations can do to manage diversity. Stereotype threat: members of the given social group feel that they may be judged based on a stereotype and that their behaviour will reinforce the stereotype: the fear of the stereotype threat can undermine performance. Racial, ethnic and religious stereotypes: affect hiring and promotions, minorities fell less job satisfaction, success of minorities are situationally attributed.
