Operations Management: Sustainability and Supply Chain Management
12th EditionBarry Render, Chuck Munson, Jay Heizer
1,698 solutions
Human Resource Management
15th EditionJohn David Jackson, Patricia Meglich, Robert Mathis, Sean Valentine
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10th EditionElliot Aronson, Robin M. Akert, Samuel R. Sommers, Timothy D. Wilson
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Operations Management: Sustainability and Supply Chain Management
12th EditionBarry Render, Chuck Munson, Jay Heizer
1,698 solutions
1. Unexamined assumptions:
- seeing the world from someone else's perspective can be difficult because our own assumptions and viewpoints seem so normal and familiar
2. Lower cohesiveness:
- diversity can decrease cohesiveness, how tightly knit the group is and the degree to which group members act and think in similar ways
- its lower because of differences in language, culture, and or . experience
- when miscommunication and
stress reduce cohesiveness, performance may decline
3. Communication problems:
- most common, include misunderstandings, inaccuracies, inefficiencies, and slowness
4. Mistrust and tension:
- people prefer to associate with people who are like them
- this normal, understandable tendency can lead to misunderstanding, mistrust , and even fear those who are different
- this can cause resentments, making it harder for people to work together productively
5.
Stereotyping:
- rather than accurately perceive and evaluate those persons contributions, capabilities, aspirations, and motivations
- may cost organization by stifling employees' ambition so that they don't fully contribute
1. Incorporate diversity values into corporate mission statement and into strategic plans and objectives
2. periodically asses areas such as recruitment, promotions, benefits, and compensation.
- the objective is to
identify problem areas and opportunities
3. via recruitment practices, accommodating employees work and family needs, and offering alternative work arrangements
4. attempt to identify and reduce hidden biases and develop skills needed to work with a diversified workforce
- awareness building: designed to increase recognition of the meaning and importance valuing diversity, its aim is to sensitize employees to the assumptions they make about others and the way those assumptions
affect their behaviors, decisions, and judgement
- skill building: aims to develop the behaviors needed to work best with one another and with customers
5. Replacing workers is expensive, so there are a few strategies that help managers increase retention of all employees
- Support groups: form minority networks to promote information exchange and social support
- Mentoring: Mentors are higher level managers who help people meet top management and learn the norms and values of
organization
- Career Development and Promotions: to ensure that talented employees are not hitting a glass ceiling unfairly, companies use teams to evaluate the career progress of employees
- Systems Accommodation: managers can support by recognizing cultural and religious holidays, differing modes of dress and dietary restrictions, as well as accommodating needs of individuals with disabilities
- Accountability: must ensure that their performance appraisal and rewards systems
reinforce the importance of effective diversity management
Abraham Maslow organized five major types of human needs into a hierarchy
The need hierarchy illustrates Maslow's conception of people satisfying their needs in a specified order, from bottom to top.
5. Self-actualization
—realizing one's full potential; becoming everything one is capable of being
4. Ego
—independence, achievement, freedom, status, recognition, and self-esteem
3. Social
—friendship, affection, belonging, and love
2. Safety or security
—protection against threat and deprivation
1. Physiological
—food, water, sex, and shelter
The starting point for understanding how people interpret their contributions and outcomes
Equity theory proposes that when people assess how fairly they are treated, they consider two key factors:
• Outcomes:
as in expectancy theory, refer to the various
things the person receives on the job:
- recognition,
- pay,
- benefits,
- satisfaction,
- security,
- job assignments,
- punishments, and so forth.
• Inputs:
refer to the contributions the person makes to the organization:
- effort,
- time,
- talent,
- performance,
- extra commitment,
- good citizenship, and so forth.
People generally expect that the outcomes they receive will reflect, or be proportionate to, the inputs they provide—a fair day's pay (and other outcomes) for a fair day's work (broadly defined by how people view all their contributions).
But people also pay attention to the outcomes and inputs others receive. (At salary review time, for example, most people—from executives on down—try to pick up clues that will tell them who got the biggest raises)