Diversity- Organisation Behaviour
INTRODUCTION
With globalisation, it is inevitable to have workforce diversity. Workforce diversity is the significance differences of each individual that distinguish them at their working environment. This report explores the study of workforce diversity and brings about an understanding of surface-level and deep-level diversity. Furthermore, the report highlights the importance of managing for diversity and explores the characteristics of both Singapore employees and expatriates.
SURFACE-LEVEL DIVERSITY AND DEEP-LEVEL DIVERSITY
Diversity is being characterised into surface-level and deep-level diversity. Surface-level diversity refers to the observable demographics and psychological differences that include language, culture, race, gender, ethnicity, age and physical capabilities. Deep-level diversity refers to the differences in psychological characteristics which includes personalities, beliefs, values, knowledge, experiences and attitudes. Both types of differences are evident in an individual’s decision, actions and expectations. (McShane, Olekalns & Travaglione 2010)
Surface-level differences are easily noticeable and measurable as compared to deep-level differences. One of the example is the use of expatriates who are professional personnel employed outside of their home country to work or assist in another organisation. Standard Chartered is one of the organisations which embraced surface-level diversity. It operates overseas and send executive to run subsidiaries in India and China since 1853. (Mellahi, Frynas & Finlay 2005) There will be a diverse of nationalities, culture and language in the working environment.
Deep-level diversity is not as visible as surface-level diversity. It can be illustrated with the differences of working style, attitudes and personality of the expatriates. One of the examples would be the different characteristics of management style adopted by female and male managers. Male managers generally adopt a
With globalisation, it is inevitable to have workforce diversity. Workforce diversity is the significance differences of each individual that distinguish them at their working environment. This report explores the study of workforce diversity and brings about an understanding of surface-level and deep-level diversity. Furthermore, the report highlights the importance of managing for diversity and explores the characteristics of both Singapore employees and expatriates.
SURFACE-LEVEL DIVERSITY AND DEEP-LEVEL DIVERSITY
Diversity is being characterised into surface-level and deep-level diversity. Surface-level diversity refers to the observable demographics and psychological differences that include language, culture, race, gender, ethnicity, age and physical capabilities. Deep-level diversity refers to the differences in psychological characteristics which includes personalities, beliefs, values, knowledge, experiences and attitudes. Both types of differences are evident in an individual’s decision, actions and expectations. (McShane, Olekalns & Travaglione 2010)
Surface-level differences are easily noticeable and measurable as compared to deep-level differences. One of the example is the use of expatriates who are professional personnel employed outside of their home country to work or assist in another organisation. Standard Chartered is one of the organisations which embraced surface-level diversity. It operates overseas and send executive to run subsidiaries in India and China since 1853. (Mellahi, Frynas & Finlay 2005) There will be a diverse of nationalities, culture and language in the working environment.
Deep-level diversity is not as visible as surface-level diversity. It can be illustrated with the differences of working style, attitudes and personality of the expatriates. One of the examples would be the different characteristics of management style adopted by female and male managers. Male managers generally adopt a
References: McShane, S, Olekalns, M, and Travaglione, T. 2010, Organisational Behaviour on the Pacific Rim, 3rd edition, McGraw-Hill, Sydney Mellahi, K, Frynas, J.G, Finlay, P. 2005, Global Strategic Management, Oxford University Press, New York Boddy, D. 2008, Management: An Introduction, 4th edition, Pearson Education Limited, UK Bateman, S.T, Snell, S.A. 2004, Management: The New Competitive Landscape, McGraw-Hill Irwin, New York