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2.1 Hofstede’s Dimensions of Cultural Differences

Cultural Differences and Work-Related Attitudes Individualism People are part of loose social frameworks Primary concern is for oneself and one’s family Collectivism Individuals belong to tightly knit social frameworks Dependence on extended families and high regard for group decisions

Cultural Differences and Work-Related Attitudes (continued 1) Degree to which a culture accepts unequal distribution of power Power distance Degree to which a culture tolerates ambiguity and uncertainty Uncertainty avoidance

Cultural Differences and Work-Related Attitudes (continued 2) Masculinity: Cultural orientation where assertiveness and materialism are valued Femininity: Cultural orientation where relationships and empathy are valued Masculinity versus femininity Identifies whether a culture’s values are future oriented or past and present oriented Time orientation

All forms of individual differences like: Diversity All forms of individual differences like: Ability Age Culture Gender Personality Religion Sexual orientation Social status

Dimensions of Diversity Primary Secondary Educational background Income Geographic location Marital status Military experience Religious beliefs Work experience Parental status Age Ethnicity Gender Physical abilities/qualities Race

Gender, Age, and Ability Diversity Glass ceiling: Transparent barrier that prevents women from rising above a certain level in organizations Gender Getting in and getting up are two entirely different things Positively impacts organizational profitability Age Disabilities Act of 1992 - Employers must make reasonable accommodations allowing workers with disabilities to perform jobs Ability

Barriers to women’s professional success Male dominated corporate culture Glass ceiling Exclusion from informal network Management’s attitude that women are less career oriented than men Lack of female mentors

Stress of Multiple Roles for Women Women have adopted the provider role, but men have been slow to share domestic responsibilities Working women often have to care for elderly parents Arranging for child care is typically the woman’s responsibility Women are more likely than men to experience conflicts between work and home

Recent Research: Huffman, Cohen, Pearlman 2010 ASQ Non-managerial workers more integrated when they work for female managers Women managers more integrated into larger, growing organizations. Less integrated into organizations with less than 100 employees Relative status of women in upper management positions is stalling. Momentum has faded over time.

2.2 The Benefits and Problems of Diversity

TED Talk TED: Sheryl Sandberg Three suggestions for women that want to stay in the workplace

Sexual Harassment Unwelcome verbal or physical sexual attention Types Affects an employee’s job conditions Creates a hostile working environment Unwelcome verbal or physical sexual attention Gender harassment - Crude comments or behavior that convey hostility toward a particular gender Unwanted sexual attention - Unwanted luring or repeated pressure for dates Sexual coercion - Demands for sexual favors through job-related threats or promises Types

Organizational Justice Fairness of the outcomes that one receives in an organization Distributive justice Fairness of the process through which the outcomes are allocated in an organization Procedural justice

Distributive Justice Equity: rewarding employees based on their contributions Equality: providing each employee roughly the same compensation Need: a benefit based on one’s personal requirements

Procedural Justice Consistency: all employees are treated the same Lack of bias: no person or group is singled out for discrimination or ill-treatment Accuracy: decisions are based on accurate information Representation of all concerned: appropriate stakeholders have input into a decision Correction: there is an appeals process or other mechanism for fixing mistakes Ethics: norms of professional conduct are not violated.

Procedural Justice Perceived fairness of procedures used to allocate pay raises is a better predictor of satisfaction than the absolute amount of the pay raise received. Affects trust in management, intention to leave, evaluation of supervisor, job satisfaction, and employee theft, layoff survivors.

Individual and Organizational Responsibility Employee who notifies authorities about the misconducts of his/her firm or coworkers Whistle-blower Organization’s duty to behave ethically in social environment Protecting the environment Promoting worker safety Supporting social issues Investing in the community Social responsibility