CHAPTER 2 – WORKPLACE DIVERSITY

(Individual Differences, Mental Ability and Personality)

Workplace diversity is a common topic of conversation among employers, hiring

managers and recruitment professionals.

But diversity and inclusion in the workplace isn't just a hiring fad; and over the
years it has become less a case of simply factoring in age, gender and race, and more
about hiring a wider range of people to add value to businesses.

Increasingly, business leaders are seeing that encouraging diversity in the

workplace has several tangible benefits, for the company and for its employees.

Many studies have clearly shown a strong link between high levels of workplace
diversity and profitability. This strongly suggests that organizations that fail to embrace
diversity are likely to struggle and fall behind as they’re simply not reflective of the
markets they serve.

Learning Objectives:

At the end of this chapter, the students should be able to;

1. understand and discuss diversities in shared values, cultures and mind-sets in

the workplace; and
2. appreciate the importance of management of such diversities.

Definition:

Diversity means that business and companies’ welcome people from various
backgrounds. It’s about how an organization reflects these attitudes in their workplace
policies and hiring process.

Also, diversity in the workplace means that a company hires a wide range of
diverse individuals. Diversity is often misconceived as solely multicultural matters,
however it also applies to diversity of gender, race, ethnicity, age, sexuality, language,
educational, background, and so on.

But in 2019, workplace diversity doesn't just extend to hiring diverse individuals,
but also making sure that the participation of these employees is equal.
 Diversity and inclusion in the workplace have extended to ensuring that
companies increasing the participation, performance and compensation of minorities,
not just symbolic hiring in order to 'tick a box'.

Difference between Equality and Diversity

 What is equality in the workplace? Equality aims to ensure that all individuals
have equal opportunities to succeed, and it prevents individuals from being
discriminated against or treated differently due to certain personality or physical
characteristics.

Diversity, on the other hand, is about appreciating differences between

individuals, and in context with the workplace ensuring that each of these varying
attributes and characteristics are valued.

Importance of the Diversity in the Workplace

Diversity and inclusion are a vital part of workplace culture; not only are they
important for the well-being of a company's employees, but will also benefit the
business itself.

Below are two lists, detailing the benefits of workplace diversity for employees
and employers.

Benefits of Diversity in the Workplace for Employees

1. Conflict reduction

Within a diverse workplace, employees can better understand each other's

differences. This will often help to reduce conflicts between even the most different
team members; and will often unite people with a common purpose rather than divide
them.

2. Increased confidence

When employees recognize that differences are embraced and celebrated in an

organization, they are likely to also be more confident in their own unique qualities.

Encouraging diversity can help to boost confidence and performance from

individual team members, who may be more easily able to express their ideas, become
closer to their colleagues and enjoy and take pride in their work.
 3. Boosting employee engagement

Employees are far more likely to perform well in an environment where diversity
and inclusion are top priority. The whole point of diversity & inclusion that it is about
everyone, not just underrepresented groups - so encouraging everyone to be confident
in their ability will only help to boost morale and employee engagement across the
entire team.

Benefits of Diversity in the Workplace for Employers

1. Increased range of ideas

One of the key benefits of diversity in society is the vast range of ideas that can
be explored.

Diversity in the workplace will often result in a much broader spectrum of

creativity, from people with different backgrounds, skills and experiences.

A wider range of different perspectives will be highly beneficial across all teams;
from marketing to finance.

2. Increased employee engagement

Generally speaking, employees who feel included and wanted will be more
engaged and motivated to do well.

In turn, a more engaged team will often yield better team performance; making it a
win-win for employers.

3. Boosts company reputation & simplifies recruitment processes

Diversity in the workplace will help to build a great reputation for the company;
especially important when you are looking to hire and retain talent.

Especially in terms of graduate recruitment, D&I can play a huge role in attracting
candidates to your business; if done well, it can also help you stand out from the bigger
firms.

4. Wider talent pool to choose from

Companies that only hire men, for example, are limiting themselves to the skills
of half the population, this is just one of the many benefits of gender diversity in the
workplace.
 5. Helps you to understand your customers better

Having a more diverse team will help your company gain a broader
understanding of your customers, what they want and what they look for.

Who knows? Your company could be missing out on a huge group of potential
customers that could be explored by hiring more diversely.

6. Reduce employee turnover

Companies with a diverse workforce will tend to retain employees for longer,
because ultimately employees who feel accepted and valued will be much less likely to
leave.

Likewise, companies who clearly value career development, and really care
about their employees, will tend to have a much higher retention rate than those who
don't.

Challenges of Diversity in the Workplace

  Companies across a range of industries are embracing a more diverse

workforce; but with these benefits also come some key obstacles to overcome, as there
are many challenges of managing diversity in the workplace.

Below are the most common challenges of diversity in the workplace which are
important to consider.

1. Communication Barriers

Hiring employees from a range of cultures and backgrounds has fantastic

benefits for businesses; but can occasionally result in communication or language
barriers within a team.

This can sometimes lead to frustration amongst employees and productivity

loss. 

2. Employee Requirements

Whether it's a VISA or specific cultural requirements, hiring employees from

different countries can be tricky; especially if you are a relatively young company.
 As well as posing a logistical challenge, it's important to remember that these
accommodations can also sometimes be an added business cost to factor into your
hiring plans.

3. Gender Equality Issues

Salary inequality between men and women has been a huge topic of discussion
in recent years. Individuals that are treated unequally can become demotivated and
often choose to leave, causing increases in staff turnover.

The Equal Pay Act aims to prevent gender equality issues by ensuring
companies pay equally between women and men for equal work.

It is also important for employers to ensure the same equality is practiced during
the hiring process as well as with career progression in terms of opportunities offered
and promotions.

4. Generational Differences

In teams where there is a wide age range, especially if the company is recruiting
graduates, there may be some generational differences or generation gaps.

This could potentially hinder discussions on certain subjects; millennials account

for the majority of UK workers, which is evolving today’s corporate culture.

This is something to consider when you start your graduate recruitment plans, as
individuals from other generations might struggle to adjust to any changes that occur.

To bridge the gap between generations, promote an office culture where all
views are heard and sustain a collaborative environment.

5. Conflicting Beliefs

Conflicts can arise in the workplace due to differences in religious, political or

cultural beliefs, and unfortunately discrimination and prejudice still occurs in some
corporate environments.

6. Disability Discrimination

The workplace can be tough for employees with a physical or mental disability.

In a recent study on disability and employment 12% of employers are concerned

that disabled employees will take more time off work and 19% believe that it is
expensive to hire individuals with a disability due to costs involved in adapting the
workplace.

With many offices not fully equipped with wheelchair access or no allowances for
disabled individuals are still widely discriminated against today.

7. Isolated Individuals

Sometimes employees can feel left out or isolated when groups of other
individuals with similar backgrounds and characteristics, form 'cliques' or social circles.

8. Time Consuming Implementation Process

When thinking about the disadvantages of diversity in the workplace, one of the
key issues is that implementing a diversity in the workplace policy can be a lengthy
process involving research, time and resources.

It can also work out quite costly, if you decide to offer training to help bridge skills
gaps for example. This can make it difficult, particularly for small businesses and
startups to launch a diversity strategy.

However, there are always smaller, less costly positive changes that can be
made to ensure all employees feel included and have a voice.

9. Resistance to Change

In most companies it is common to find certain individuals that are resistant to

change. "This is the way we've always done it" doesn't mean that it's the right way to do
it now.

However, sometimes it can be difficult to convince these individuals that change

can be a good thing which can inhibit the progress of a diversity and inclusion strategy.

The Major Forms of Workforce Diversities

1. Surface - level Diversity: Differences in easily perceived characteristics, such

as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways
people think or feel but that may activate certain stereotypes

a) Age: The relationship between age and job performance is likely to be an

issue of increasing importance during the next decade for at least three reasons. First,
belief is widespread that job performance declines with increasing age. Second, the
workforce is aging. Many employers recognize that older workers represent a huge
potential pool of high-quality applicants

Perception of older workers:

 Positive qualities : experience, judgment, a strong work ethics and

commitment to quality.
 Negative lacking flexibility and resisting new technology

Impact on Productivity

 Many believe productivity declines with age.

 It is often assumed that skills like speed, agility, strength, and coordination
decay over time and that prolonged job boredom and lack of intellectual
stimulation contribute to reduced productivity.

 During a 3 year period, a large hardware chain staffed one of its stores solely
with employees over age 50 and compared its results with those of five stores
with younger employees. The store staffed by the over -50 employees was
significantly more productive (in terms of sales generated against labor costs)
than two of the stores and held its own against the other three

b) Gender

 Few issues initiate more debates, misconceptions, and unsupported opinions

than whether women perform as well on jobs as men do.
 Few, if any, important differences between men and women affect job
performance.
 Psychological studies have found women are more agreeable and willing to
conform to authority, whereas men are more aggressive and more likely to
have expectations of success, but those differences are minor.
 Given the significantly increased female participation in the workforce over
the past 40 years and the rethinking of what constitutes male and female
roles, we can assume no significant difference in job productivity between
men and women.
  One issue that does seem to differ between men and women, especially
when the employee has preschool -age children, is preference for work
schedules.

 Working mothers are more likely to prefer part -time work, flexible work
schedules, and telecommuting in order to accommodate their family
responsibilities
.
 Women also prefer jobs that encourage work – life balance, which has the
effect of limiting their options for career advancement.

c) Race and Ethnicity

 Race is the biological heritage people use to identify themselves.

 Ethnicity is the additional set of cultural characteristics that often overlaps with
race.
 Employees tend to favor colleagues for their own race in performance
evaluations, promotion decisions, pay raises.

d) Disability

 A person is disabled who has any physical or mental impairment that

substantially limits one or more major life activities.
 The “reasonable accommodation” is problematic for employers.
 Strong biases exist against those with mental impairment.
 They are reluctant to disclose this information to employers.

e) Tenure or Seniority (time on a particular job)

 Seniority + Productivity

 Seniority – Absenteeism

 Seniority – Turnover

 Seniority + Job satisfaction

f) Religion

 Although employees are protected by federal law regarding their religion in some
countries, it is still an issue in the workplace.
  Sexual Orientation
 Gender Identity - Often referred to as transgender employees, this topic
encompasses those individuals who change genders.

3. Deep-level diversity: refers to less observable deeper-leveled attributes such as

Values, personality, attitudes, beliefs, functional expertise and work preferences that
become progressively more important for determining similarity as people get to know
one another better.

 Individual differences
Refers to the variation in how people respond to the same situation based on
personal characteristics. The idea is that each person is different from all others and
that these differences are usually substantial rather than meaningless.

Behavior is a function of person interacting with the environment:

B = f (P x E)
Behavior is there before determined by the effects of the individual and the
environment onto the same on each other

For the instance, when management introduced the playing of soft music at the
workplace, employee A was affected positively and he was able to perform his duties
more efficiently. At the and of the first day of music was introduced his output increased
from 20 to 25 finished items. Employee B, however, was distracted, and his output
decreased from 21 to 18 finished units. Employee C appreciates the music, but he feels
that his output will increase by 25 percent if the music is a little louder and more upbeat.

Seven consequences of individual differences that have a major impact on

managing people are as follows:
1. People differ in productivity.
2. Quality of work varies because people vary in their propensity for achieving high-
quality results.
3. Empowerment is effective with some workers, but not with all.
4. A given leadership style does not work with all people.
5. People differ in their need for contact with other people.
6. Company management will find that commitment to the firm varies considerably.
 7. Workers vary in their level of self-esteem that in turn influences their productivity
and capacity to take on additional responsibility.

People are different from each other because they are different in terms of the
following:

a) Demographics
b) Aptitude and Ability; and
c) Personality

a) Demographics Diversity
 Refers to background factors that shape worker attitudes and behavior.

The Source of Demographic Diversity:

 Sex and gender differences

 Generation and age-based differences such as Baby Boomers, generation Y
 Ethnic, racial, and cultural differences (culture has biggest effect)

Sex and Gender Differences

Evidence suggests that there are few differences between men and women in
such factors as ability and motivation that will affect their job performance. Gender
differences in communication patterns have been noted. Men typically
communicate to convey information or establish status. Women are more likely to
communicate to establish rapport and solve problems.

A researcher has noted that men are more likely to value equity, whereas women
opt for equality. Overinflated claims of gender differences can do harm in the workplace,
such denying people opportunities.

Generational and Age-Based Differences

People may behave differently on the job based somewhat on the behaviors and
attitudes of many members of their generation.

The four generations currently in the workforce are:

Traditionalists (1925 – 1945)

 Baby boomers (1946 – 1960)

Generation X (1961 – 1980)

Generation Y (1981 – present)

Every generation is influenced by major economic, political, and social events of

its era, such as the Great Depression, the women’s movement, and advances in
information technology

Gen Y, also called Millennials, differ from Gen X and baby boomers in many
ways, but perhaps most significantly in their media savvy, their need for quick
gratification and recognition, and their lack of long-term commitment to a particular
company

"This is a generation that expects a lot from institutions. They expect learning
opportunities, creative challenges and proof of their ability to add value," Bruce Tulgan,
founder of Rainmaker Thinking, a New Haven, Connecticut.

Ethnic, Racial, and Cultural Difference

Ethnic and racial differences in job performance and behavior are usually
attributable to culture rather than ethnicity itself. Some ethnic groups take long lunch
breaks because of their culture, not the fact of being a particular nationality.

Demographic diversity will often give an organization a competitive advantage -

similarity to the work group positively influenced the individual’s perception of group
productivity and commitment to the work group.

Job satisfaction tends to higher for employees when others of similar

demographic characteristics are present in the workplace.

Culture refers to the learned and shared ways of thinking and acting among a
group of people and society. Differences in job performance and behavior are
sometimes caused by differences in culture.

For instance, a Filipino employee is controlled by a superior perceived by error

committed by the employee at the workplace, it is not surprising if the employee keeps
quiet even if he believes he is not a fault. It may take some effort or someone to make
him respond.. This is so because Filipino consider it polite and discourteous to talk back
the superior or elders.

 Mental ability (Intelligence)

Ability refers to an individual’s capacity to perform the various task in a job.
 Components of Intelligence

A standard theory of intelligence explains that intelligence consist of a g

(general) factor along with s (special) factors that contribute to problem-solving
ability.

The g factor helps explain why some people perform so well in so many different
mental tasks (the have the right stuff).

Special Factors

Verbal comprehension – the ability to understand the meanings of words

Word fluency – the ability to use words quickly and easily

Numerical – the ability to handle numbers, mathematical analysis

Spatial – the ability to visualize forms in space, manipulate objects mentally

Memory – The ability to recall for symbols, words, numbers etc.

Perceptual speed – the ability to perceive visual details, identify similarities and
differences

Inductive reasoning – the ability to discover a rule or principle and apply it in problem
solving.

The Triarchic Theory of Intelligence

 Emphasize on Practical Intelligence

 The theory holds that intelligence is composed of three different subtypes:
analytical, creative, and practical.
 Practical intelligence incorporates the ideas of common sense, wisdom, and
street smarts.
 Analytical intelligence (also called fluid intelligence) may decline from early to late
adulthood.
 However, the ability to solve problems of a practical nature (crystallized
intelligence) is maintained or increased through late adulthood. So being older
makes you wiser.

Multiple Intelligences

 People know and understand the world in distinctly different ways, or look at it
through different lenses.

 The eight intelligences or faculties are: linguistic, logical-mathematical, musical,

spatial, body/kinesthetic, intrapersonal, interpersonal, and naturalist.
  The profile of intelligences influences how an individual will best learn, and to
which types of jobs he/she is best suited.

Linguistic Logical-
(language) Mathematical

Naturalist
(external world) Musical (sounds
are sensible)

Components of
Multiple Intelligences
Interpersonal
(knows others) Spatial
(brain images)

Bodily/
Intrapersonal
Kinesthetic
(knows self)
(motor skills)

Personality Differences
Personality characteristics contribute to success in many jobs, and many job
failures are caused by personality problems.
Personality refers to the persistent and enduring behavior patterns of an
individual that are expressed in a wide variety of situations.

Eight Major Personality Factors and Traits

All eight factors a substantial impact on job behavior and performance
1. Neuroticism (reflects emotional instability versus emotional stability)
2. Extraversion
3. Openness (well-developed intellect)
4. Agreeableness (friendly and cooperative)
5. Conscientiousness (dependability and thoroughness)
6. Self-monitoring of behavior (adjusting how we appear to others)
7. Risk taking and thrill seeking (craving constant excitement)
8. Optimism (a tendency to experience positive states)

Emotional Intelligence

How effectively people use their emotions has a major impact on their success.

Emotional intelligence refers to qualities such as understanding one’s feelings,

empathy for others, and the regulation of emotion to enhance living.
Deals with ability to connect with people and understand their emotions
1. Self-awareness
2. Self-management
3. Social awareness
4. Relationship management
High emotional intelligence is associated with the ability to cope with job
setbacks.
Emotional intelligence underscores the importance of being practical minded and
having effective interpersonal skills to succeed in organizational life.

How to Manage Diversity Effectively

Managing diversity in the workplace presents a set of unique challenges for HR

professionals. These challenges can be mitigated if an organization makes a concerted
effort to encourage a more heterogeneous environment through promoting a culture of
tolerance, open communication and creating conflict management strategies to address
issues that may arise.

For leadership to effectively manage diversity in the workplace, they need to

understand their backgrounds and how their behavior and beliefs can affect their
decision-making within a diverse environment.

Tips for managing workplace diversity:

1. Prioritize Communication

To manage a diverse workplace, organizations need to ensure that they

effectively communicate with employees. Policies, procedures, safety rules and other
important information should be designed to overcome language and cultural barriers by
translating materials and using pictures and symbols whenever applicable.

2. Treat each employee as an individual

Avoid making assumptions about employees from different backgrounds.

Instead, look at each employee as an individual and judge successes and failures on
the individual’s merit rather than attributing actions to their background.

3. Encourage employees to work in diverse groups

Diverse work teams let employees get to know and value one another on an
individual basis and can help break down preconceived notions and cultural
misunderstandings.

4. Base standards on objective criteria

Set one standard of rules for all groups of employees regardless of background.
Ensure that all employment actions, including discipline, follow this standardized
criterion to make sure each employee is treated the same.

5. Be open-minded

Recognize, and encourage employees to recognize, that one’s own experience,

background, and culture are not the only with value to the organization. Look for ways to
incorporate a diverse range of perspectives and talents into efforts to achieve
organizational goals.

6. Hiring

To build a diverse workplace, it is crucial to recruit and hire talent from a variety
of backgrounds. This requires leadership and others who make hiring decisions to
overcome bias in interviewing and assessing talent. If organizations can break through
bias and hire the most qualified people, those with the right education, credentials,
experience and skill sets, a diverse workplace should be the natural result.

Tips for hiring a diverse workforce:

  Incorporate a diverse interview panel to ensure candidates are chosen solely
based on suitability for the position.
 Managers should be trained on what can and cannot be asked in an interview.
For example, questions about an applicant’s personal life, such as which church
they attend, their romantic life and political beliefs, are off-limits.
 Get creative when recruiting. For example, if an organization would like to hire
more women in the engineering department, they could reach out to professional
groups that cater to women in engineering and ask to advertise open positions in
their newsletter or member communications.


SUMMARY

Relating with people will be less difficult if one is acquainted with individual
differences, mental ability and personality.

Each person is different from all others and these differences are substantial
rather than meaningless.

People differ in productivity, quality of work, reaction to empowerment, reaction

to style of leadership, need for contact with others, commitment to the organization, and
level of self-esteem.

Demographics, aptitude, ability, and personality are the factors that make people
different from each other.

The sources of demographic diversity among people are gender, generational

differences and age, and culture.

A person’s ability consists of mental and physical.

Personality is determined by heredity and environment.

The components of EQ are self-regulations, motivations, empathy, self-

awareness and social skills.

Finally, people are different from each other in terms of their ability to see, hear,
smell, taste, and touch.

ASSESSMENT

Instruction: Discuss each of the following question.

1. Why is the study of individual differences, mental ability, and personality an
important activity?

2. What is meant by “individual differences”?

3. What are the consequences of having people with different working together
in an organization?

4. In what ways are people different from each other?

5. What are the sources of demographic diversity among people?

6. Are there differences between men and women which affect job
performance?

7. What is meant by “ability”?

8. What comprises the overall ability of a person?

9. What is the Triarchic Theory of Intelligence?

10. What are the determinants of personality?