Toward inclusive organizations - Universiteit Twente · 2017. 3. 29. · Gastcollege Psychologie...
Transcript of Toward inclusive organizations - Universiteit Twente · 2017. 3. 29. · Gastcollege Psychologie...
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Toward inclusive organizations...
“
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Fundamental human needs (Brewer, 1991)
to belong… to be (appreciated in being) unique…!
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Identification organization
Cultural maintenance
no
yes
yes
no
assimilation
separation
4% marginalisation
“dual identity”
11%
Patterns of identification at work
(Hofhuis, Van der Zee & Otten, 2007, N = 240)
74%
11%
(Berry, 1997; Gaertner et al., 1994)
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Need to be unique
Need for contactNeed for contact
Need to Need to
express cultural express cultural
identityidentity
acceptance acceptance
of contactof contact
acceptance acceptance
cultural cultural
maintenancemaintenance
PolicyPolicyNeedsNeeds
OutcomesOutcomes
creativitycreativity
flexibilityflexibility
innovationinnovationNeed to belong
OutcomeOutcome
wellwell--beingbeing
commitmentcommitment
acceptanceacceptance
A fit model (cf. Bourhis, 1998)
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safety &
predictability
similarity =
attraction
social identities:
“us” vs “them”
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Promoting inclusion?
Organizational factors
Climate
Diversity policies
Threat
Individual factors
Personality
Group factors
Inclusive group identities
Leadership
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Diversity Climate
Openness to diversity
• Tolerance for ambiguity, absence of strict behavioral rules, viewing mistakes as a learning opportunity (Cox, 1993)
• Openness to new ideas, focus on creative problem solving (Patterson et. al., 2005)
• Allowing, and communicating openly about, cultural differences (Luijters et. al., 2007)
Appreciation of diversity
• Sense of added value in diversity: diversity increases creativity and productivity in organizations (e.g., Van Knippenberg, 2003; Ely & Thomas, 2001)
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Openness of Climate, Similarity and Identification
(Luijters, Van der Zee, & Otten, 2007, N = 124)
1
1,5
2
2,5
3
3,5
4
4,5
5
Low High
Similarity in Values
High
Openness of Climate
Low
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Climate and Affective Work Outcomes (Hofhuis, Van der Zee, & Otten, 2012, N = 1378)
Job Satisfaction
2,9
3,1
3,3
3,5
3,7
3,9
Low High
Openness of Climate
Majority
Minority
Perceived Job Recognition
2,9
3,1
3,3
3,5
3,7
3,9
Low High
Openness of Climate
Majority
Minority
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Climate and Majority attitudes Diversity dilemma scale (8 items, = .85 )
Providing extra support to an employee who has language problems or not?;
Actively taking steps to promote diversity in the company or letting nature take its course?;
The last in, first out-principle implies that women and cultural minorities have to leave first. Sticking to this
principle or protecting their position?
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Climate, identification and diversity promoting choices majority
(Raaijmakers, 2008, N = 1230)
3,1
3,2
3,3
3,4
3,5
3,6
3,7
weak strong
identification with the organization
Openness low
Openness high
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Diversity perspectives (Ely & Thomas, 2001)
Discrimination-and-Fairness perspective
Aim is to ensure justice and fair treatment. Everybody is similar, and therefore deserves equal treatment: “colourblind perspective”. Acces and legitimacy Belief that diversity in the organization helps gaining access to a diverse market: “the business case”. Integration-and-Learning Diversity as a resource for learning, change and renewal, included in the organizations mission, stimulated in all its segments. Truly valuing of different approaches and opinions.
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1
1.5
2
2.5
3
3.5
4
4.5
5
Appreciation Openness
I&L
A&L
D&F
Diversity perspective & climate
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Diversity perspective and work outcomes
1
1.5
2
2.5
3
3.5
4
4.5
5
Team Processes Team Outcomes Organizational
Outcomes
I&L
A&L
D&F
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dreiging cultural
identification
threat
cognitive
closure
conformity
pressure
exclusion
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Intercultural competencies
Dealing with anxiety, lack of control
Emotional Stability
Flexibility
Approaching opportunities
Cultural Empathy
Openmindedness
Social Initiative
)
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Behavioral Inhibition System (BIS): AVOIDANCE
Emotional Stability
Flexibility
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Behavioral Activation System (BAS): APPROACH
Cultural Empathy
Openmindedness
Social Initiative
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Inclusive identities
(Jans, Postmes & Van der Zee, 2011, 2012)
Exclusive identities Inclusive identies
The group imposes its identity Members determine the group
on its members identity
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Transformational
Participative
Leadership (de Poel, Van der Zee & Stoker, 2012)
Open climate
Identification
organisation Individual
& team
results
INDIVIDUAL LEVEL
TEAM LEVEL
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Acculturation preferences at Work (Luijters, Van der Zee & Otten, GPIR 2006)
2
2,5
3
3,5
4
4,5
5
low high
assimilation
integration
Emotional Stability
Quality of ideas in brainstorming (range 1-5)
2
2,5
3
3,5
4
4,5
5
diverse homogeneous
number ideas
quality ideas
(Nakui, Paulus & Van der Zee, 2011)
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Promoting inclusion at the UT?
Organizational factors
Open climate: tolerance of ambiguity and appreciation
differences?
Diversity policies: integration and learning?
Threat: do we provide a safe environment?
Individual factors
Personality: cultural empathy, openmindedness,
social initiative, flexibility, emotional stability?
Group factors
Inclusive group identities: members determine team
identities?
Leadership: transformational and participative?