Mgmt2030 Human Resource Management

Front 1

Why has diversity in the workplace increased?

Back 1

-increase in women in workforce - more perspectives -globalisation of trade -cross functional teams -legal and moral stances on diversity

Front 2

What are Hofstede’s 4 dimensions?

Back 2

-Power distance-uncertainty avoidance-individualism vs. collectivism-masculinity v feminity

Front 3

Power distance

Back 3

what degree people accept power distribution- equal or unequal. Ex. Philippines has a high degree of power distance, they do not challenge authority and respect authority power more. In contrast, Australia has lower power distance because Australians are comfortable questioning authority.

Front 4

Uncertainty Avoidance

Back 4

how much risk and uncertainty the society tolerates.

Front 5

Social identity theory

Back 5

holds that group members attempt to enhance their self- image and self-esteem by showing favouritism to other people who are in their own social group, at the expense of those in another relevant group to which they themselves do not belong.holds that group members attempt to enhance their self- image and self-esteem by showing favouritism to other people who are in their own social group, at the expense of those in another relevant group to which they themselves do not belong.

Front 6

Social categorisation theory

Back 6

states that people tend to define their self-concepts in terms of social group membership and, as such, categorise themselves and others into various social categories, namely ‘in-groups’ and ‘out-groups’.

Front 7

Similarity attraction paradigm

Back 7

states that humans are inclined to be attracted to others whom they perceive to be similar to them in background, personal attributes, interests and values.

Front 8

direct discrimination

Back 8

occurs when a policy or certain behaviour purposely treats one group less favourably than it does another.

Front 9

Indirect discrimination

Back 9

occurs when a policy appears to be non-discriminatory at the outset but, in practice, results in discrimination.

Front 10

Skills and Knowledge diversity

Back 10

specialisation in an industry or area.

Front 11

verbal and nonverbal behavioural diversity

Back 11

verbalised and non verbalised behaviour.

Front 12

Organizational cohort diversity

Back 12

group tenure and employment status.

Front 13

Legal case for diversity

Back 13

Legal case for diversity is when organizations have legal obligations for promoting diversity management. Ex. Sex Discrimination Act 1984.

Front 14

Moral case for diversity

Back 14

Moral case is for establishing a culture of equity within the organization. A diverse range of employees are hired and rewarded for their diversity.

Front 15

Business case for diversity

Back 15

developing a mentality, along with policies and practices, that value diversity and facilitate the inclusion of all employees has a positive impact on an organisation’s bottom line.

Front 16

Diversity management

Back 16

refers to the planning, organising and controlling of diversity-friendly policies and practices, and is reflected in an open-minded organisational culture and climate. It aims to include all employees, regardless of background, in both the formal and informal structures of the organisation. development of a strategy that facilitates the inclusion of the full range of diverse employees in an organisation to allow them to perform to their maximum potential, which, in turn, ensures both individual and organisational wellbeing.

Front 17

Conflict management

Back 17

is the practice of being able to identify and handle conflicts sensibly, fairly, and efficiently.

Front 18

Emotion management

Back 18

dealing with your own emotions, which includes being aware of and displaying your own emotions as well as controlling the emotions you feel; dealing with other people’s emotions, which includes being aware of and empathising with others’ emotions as well as being able to manage other people’s emotions; using emotions in decision-making; and using emotions in problem-solving.

Front 19

Dissimilarity openness

Back 19

Open to accept and fairly treat employees who are different from you.

Front 20

What are the 4 types of diversity?

Back 20

-Group idenity diversity -Values of and beliefs diversity -verbal and non-verbal behavioural diversity -organisational cohort diversity

Front 21

What is the legal, moral and business case for diversity?

Back 21

-Legal is an obligation the HR department must fulfill to avoid legal pensalisation. -Moral case is creating a more equitable workplace by establishing a culture of equity. This also rewarding people for their incentives.-Business case for equity is developing a mentality, along with policies and practices that value diversity and facilitate the inclusion of all employees has a positive impact on an organisation’s bottom line.

Front 22

Define and then explain the similarities and differences of similarity attraction paradigm, social identity theory and social categorisation theory.

Back 22

-Similarity attraction paradigm states that humans are likely to be attracted to people who are similar to them and have the same values, background, personal interests and attributes. -Social identity theory is a person’s sense of who they are in relation to the social groups they identify with. -Social categorisation theory is the process by which people are placed into groups. Ex. caste system, gen y/x/baby boomers. -Similarities is that all theories look at how humans identify themselves within a group and also the varied groups that form within a society

Front 23

Universalism

Back 23

involves considering whether or not worklife policies are available for everyone at all levels, jobs and locations.

Front 24

Cultural integration

Back 24

involves examining whether or not the use of worklife policies is embedded in the core values of organisational members and, in particular, in those of supervisors and managers.

Front 25

Negotiability

Back 25

This involves investigating negotiability with relation to work–life balance or work–family policies between managers and employees to make sure all employees are treated equally, based on available policies.

Front 26

Boundary blurring-

Back 26

This involves supporting the boundaries between work and non-work that result in employee wellbeing.