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DEALING WITH DIFFERENCES: THE IMPACT OF DIVERSITY PERCEPTIONS ON ASSESSMENT OF MINORITY EMPLOYEES Joep Hofhuis University of Amsterdam Karen van der Zee University of Twente Sabine Otten University of Groningen. Cultural Diversity at work? Mini-review:.

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Cultural diversity at work mini review

DEALING WITH DIFFERENCES: THE IMPACT OF DIVERSITY PERCEPTIONS ON ASSESSMENT OF MINORITY EMPLOYEESJoep Hofhuis University of AmsterdamKaren van der ZeeUniversity of TwenteSabine OttenUniversity of Groningen


Cultural diversity at work mini review

Cultural Diversity at work? Mini-review:

Diversity is a ‘double-edgedsword’

Positiveoutcomes Innovation, creativity, learningpotential, etc. (Nakui, Paulus & Van der Zee, 2011; Van Knippenberg, de Dreu, & Homan, 2004; Ely & Thomas, 2001)

Negativeoutcomes Decreasedcohesion, miscommunication, stereotyping, threat, conflict, etc.(Fiske, 1998; Jehn & Bezrukova, 2004; Milliken & Martins, 1996)


Cultural diversity at work mini review1

Cultural Diversity at work? Mini-review:

Diversity is a ‘double-edgedsword’

Positiveoutcomes Innovation, creativity, learningpotential, etc. (Nakui, Paulus & Van der Zee, 2011; Van Knippenberg, de Dreu, & Homan, 2004; Ely & Thomas, 2001)

NegativeoutcomesDecreasedcohesion, miscommunication, stereotyping, threat, conflict, etc.(Fiske, 1998; Jehn & Bezrukova, 2004; Milliken & Martins, 1996)


Cultural diversity at work mini review2

Cultural Diversity at work? Mini-review:

Diversity is a ‘double-edgedsword’

Positiveoutcomes Innovation, creativity, learningpotential, etc. (Nakui, Paulus & Van der Zee, 2011; Van Knippenberg, de Dreu, & Homan, 2004; Ely & Thomas, 2001)

Negativeoutcomes Decreasedcohesion, miscommunication, stereotyping, threat, conflict, etc.(Fiske, 1998; Jehn & Bezrukova, 2004; Milliken & Martins, 1996)


Cultural diversity in selection and assessment

Cultural Diversity in Selection and assessment:

  • Recruitersgenerallyprefersimilarity(Ployhart & Holtz, 2008).

  • Similarity bias occursformanycharacteristics, such as gender, age, ethnic background, language accent.

  • Cultural background is a strong source of perceiveddissimilarity, thusminority members, on average, are disadvantaged in selection/assessment procedures. (Turban & Jones, 1988)


Impact of minority member s cultural maintenance

IMpact of Minority member’s Cultural Maintenance

  • Cultural maintenance (CM) = the extenttowhichculturalidentity and characteristics are consideredtobe important to the individual, and towhichtheir maintenance is strivedfor. (Berry, 2000)


Impact of minority member s cultural maintenance1

IMpact of Minority member’s Cultural Maintenance

  • Cultural maintenance (CM) = the extenttowhichculturalidentity and characteristics are consideredtobe important to the individual, and towhichtheir maintenance is strivedfor. (Berry, 2000)

  • High CM: Minority employee preferstoexpresstheirculturalheritage

  • Low CM: Minority employee preferstoadaptto the majority culture

  • In selection and assessment, high CM is associatedwithlesssimilarity, reducingchances of beinghired. (De Vroome & Tubergen, 2010)


Impact of minority member s cultural maintenance2

IMpact of Minority member’s Cultural Maintenance

  • Recruitersprefertohireminority members whoadaptto the majority, as itreduces risk of negativeoutcomes of diversity.


Impact of minority member s cultural maintenance3

IMpact of Minority member’s Cultural Maintenance

  • Recruiters prefer to hire minority members who adapt to the majority, as it reduces risk of negative outcomes of diversity.


Impact of minority member s cultural maintenance4

IMpact of Minority member’s Cultural Maintenance

  • Recruitersprefertohireminority members whoadaptto the majority, as itreduces risk of negativeoutcomes of diversity.

  • Whatabout the positiveoutcomes of diversity?


Impact of minority member s cultural maintenance5

IMpact of Minority member’s Cultural Maintenance

  • Recruitersprefertohireminority members whoadaptto the majority, as itreduces risk of negativeoutcomes of diversity.

  • Whatabout the positiveoutcomes of diversity?

  • Whathappenstoselectionprocesswhenrecruiters are primedtowardspositive vs. negativePerceivedDiversityOutcomes (PDO)?


Hypothesis

HYPOTHESiS

  • Positive prime  recruiters recognize added value of CM, thus preferring candidates who express cultural heritage.

  • Negative prime  recruiters avoid risks associated with diversity, thus preferring candidates who adapt to majority culture.


Methods

Methods

Participants (n = 99; Age: M = 31; SD = 12.3; 83% highlyeducated) played the role of recruitersin a fictional assessment task

Manipulation of PerceivedDiversityOutcomes

  • Individual brainstorm: write down at leasttwo POS/NEG outcomes of diversity

  • Group discussion: in groups of 3, discuss POS/NEG outcomeswhichorganizationsshould AIM FOR/AVOID


Methods1

Methods

Assessment Task:

4 fictional profiles of minority candidates, including name, date of birth

Competence Level:

High CL: University degree, 4-5 years experience

Low CL: HBO degree, 1-2 years experience


Methods2

Methods

Assessment Task:

4 fictional profiles of minority candidates, including name, date of birth

Short citation from motivation letter, which included:

High CM:

“I find it useful to be different from other people, I believe I can make use of my unique cultural background in my work”

Low CM:

“I find it useful to adapt to other people, and I believe my cultural background is not relevant in my work”


Methods3

Methods

Measures:

Social Rating = Do youbelievethiscandidatewould fit well in the team?

(2 items, r = .84)

Task Rating = Do youbelievethiscandidate is qualifiedfor the job?

(2 items, r = .82)


Results

Results

Social Rating:


Results1

Results

Task Rating:

Low

Competence Level


Results2

Results

Task Rating:

High

Competence Level


Conclusions

Conclusions

  • Recruiters’ tendencytowardshiringminoritycandidateswith low cultural maintenance canbecircumventedby promoting PositiveDiversityOutcomes.

  • Recruiterswho view diversity as beneficialfor the organizationmayhireindividualswho are different, which is essentialforincreasinglearningpotential, innovation in teams.


Take home message

Take Home message:

The self-fulfilling prophecy of diversity management:

Positiveframing of diversitymay

A) Lead recruiters to be more open towards differences…

B) …thus opening up the possibilities for actually taking advantage of diversity


Thank you for your attention

Thank you for your attention


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