Fairness and Diversity in the Workplace

1. 1 Chapter 11 Fairness and Diversity in the Workplace

2. 2 Module 11.1: Fairness(R. Cropanzano) How did Cropanzano get interested in studying �justice�? 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 (Kramer, �99)

3. 3 Trust Can be undermined by (Kramer, �99) 1) Unmet expectations; 2) Leader behavior; (e.g. Jack Welch) 3)Technology (surveillance) Give an example of a situation where justice was a problem at work. Extremely hard to rebuild trust Negative events are more visible & memorable Greater weight is given to negative events Is it better to �distance� oneself from the negative outcome?

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

5. 5 Defined Compensation How does a defined comp package (e.g. for Dick Grasso), differ from traditional retirement and what are implications for the effects of each on the employer/employee �contract�? (P 468)

6. 6 Types of Justice

7. 7 Distributive Justice Perceived fairness of allocation of outcomes or rewards to organizational members Equity, need, equality; what�s the difference? Definitions of what is �fair� Merit or equity norm Need norm Equality norm Cf communism v. capitalism

8. 8 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

9. 9 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

10. 10 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

11. 11 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 (p. 474) Shift from performance measurement to performance management Which evokes more worker emotion?

12. 12 Applicant Perceptions of Selection Fairness Research important on applicant reactions to selection procedures Acceptance/rejection of employment offer Rejection leads to misattribution (Ployhart & Harold, �04) Reputation of organization Litigation Conclusions based on review of research

13. 13 Model of Applicant Decision Making

14. 14 The Role of Applicant Reactionsin Selection

15. 15 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

16. 16 Special Case of Affirmative Action EEO Philosophy All individuals have same opportunity, allowing success to be dictated by merit Should protected groups be favored? Why, why not? Should pay / compensation be public? Why, why not? Affirmative Action Provides specific mechanisms for reducing under-representation of particular demographic groups

17. 17 Affirmative Action (cont�d) Affirmative action programs (AAPs) can take many forms Much emotion surrounds AAPs Favored vs. unfavored employees Reactions to AAPs

18. 18 Conceptual Model of Determinants of Attitudes Toward an AAP Program

19. 19 Module 11.3: Diversity What does diversity mean? Differences in demographic characteristics, values, abilities, interests, & experiences Diverse workforce = Fact Multicultural workforce = Goal

20. 20 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

21. 21 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

22. 22 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

23. 23 Managing Diversity From the Organizational Perspective Ineffective models for diversity Assimilation model Protection model Ideal diversity model Value model

24. 24 HR initiatives thatsupport 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

25. 25 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