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

2. 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

3. 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

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

5. Types of Justice
Figure 11.1
Types of Justice

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

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

14. 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

15. 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

16. 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

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

18. 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

19. 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

20. 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

21. 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

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

23. 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

24. 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