Fairness and Diversity in the Workplace Chapter 11 Fairness and Diversity in the Workplace

Module 11.1: Fairness Justice & fairness used to characterize an event or an exchange relationship Trust is a belief in how a person or organization will act on some future occasion

Trust Can be undermined by 1) Unmet expectations; 2) Leader behavior; 3) Technology Extremely hard to rebuild trust Negative events are more visible & memorable Greater weight is given to negative events

Organizational Justice Includes considerations of organizational procedures, outcomes, & interpersonal interactions

Types of Justice Figure 11.1 Types of Justice

Distributive Justice Perceived fairness of allocation of outcomes or rewards to organizational members Definitions of what is “fair” Merit or equity norm Need norm Equality norm

Procedural Justice Perceived fairness of process by which rewards are distributed Voice: Having possibility of influencing or expressing an objection to a process or outcome Impact on layoffs & self-esteem

Interactional Justice Sensitivity with which employees are treated; linked to extent to which employee feels respected by employer Consists of a) informational & b) interpersonal justice

Justice vs. Injustice Injustice, once experienced, leads to: Retaliation Reduced effort Reduced motivation A lasting impact on attitudes, emotions, & behavior Perceptions of justice lead to: Extra effort Feelings of inclusion Feelings of contribution

Module 11.2: Practical Implications of Justice Perceptions Performance evaluation Feelings of fairness more a matter of procedural justice Feedback process most important determinant of feelings of fairness Shift from performance measurement to performance management

Applicant Perceptions of Selection Fairness Research important on applicant reactions to selection procedures Acceptance/rejection of employment offer Reputation of organization Litigation Conclusions based on review of research

Model of Applicant Decision Making Rational economic model Rational psychological model Person-as-scientist Person-as-machine Individual differences model Organizational fit model Negotiation process model Person-as-judge

The Role of Applicant Reactions in Selection Figure 11.2 (Anderson et al., 2001)

The Rejected Applicant Rejection letter should supply plausible reason Wording of rejection letter can enhance feelings of justice Positive characteristics of rejection letters Indicate respect for applicant Indicate more than one principle of justice

Special Case of Affirmative Action EEO Philosophy All individuals have same opportunity, allowing success to be dictated by merit Affirmative Action Provides specific mechanisms for reducing under-representation of particular demographic groups

Affirmative Action (cont’d) Affirmative action programs (AAPs) can take many forms Much emotion surrounds AAPs Favored vs. unfavored employees Reactions to AAPs Duncan Smith/Getty Images

Conceptual Model of Determinants of Attitudes Toward an AAP Program Figure 11.3 (Kravitz & Klineberg, 2000)

What does diversity mean? Module 11.3: Diversity What does diversity mean? Differences in demographic characteristics, values, abilities, interests, & experiences Diverse workforce = Fact Multicultural workforce = Goal

Dynamics of Diversity Relational demography Relative makeup of various demographic characteristics in particular work groups Tendency for work groups to seek homogeneity rather than diversity Creates trust Enhances communication Increases satisfaction, commitment, & effectiveness

Dynamics of Diversity (cont’d) Group members appear to value homogeneity because in diverse groups: 1. Others don’t agree with your vision 2. Differences in vision are result of value differences 3. Differences in vision lead to disagreements 4. Differences in expertise lead to disagreement about methods

Diversity From Work Group Perspective Group heterogeneity often enhances creative efforts by widening approaches to problem-solving Although culturally homogeneous work groups initially perform at higher levels, heterogeneous work groups become more effective over time

Managing Diversity From the Organizational Perspective Ineffective models for diversity Assimilation model Protection model Ideal diversity model Value model Ryan McVay/Getty Images

HR initiatives that support Value Model 1. Recruit specifically with diversity in mind 2. Ensure career development is available for every member of organization 3. Provide diversity training 4. Seek input from diverse group members 5. Provide support & networks for diverse group members 6. Develop connections to cultural groups in community

Leadership & Diversity Tendency for group homogeneity places greater burden for managing diversity on shoulders of group/team leader Leaders must remember that each group member is an individual