Exam 6: Managing for Diversity, Inclusion and Wellbeing

Hartel et al (2010:136) suggest: "The changes in work and employment patterns have changed in recent times." Discuss this statement and provide implications for the transformation of non-standard employment arrangements and non-standard work arrangements in recent years.

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Question 1

Correct Answer:

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Both organisations and employees have driven these changes.The use of non-standard work and employment arrangements provides organisations with 'flexibility to control and manage labour costs by matching employee numbers to fluctuations in demand for their products and services' (Nesbit, 2006, p.326).From another perspective, flexible working arrangements can be used to entice employees who may have otherwise left an organisation to stay, thus preventing the organisation from losing a valuable resource.The demand for these types of arrangements has increased in recent times, largely due to the increased participation of women in the labour market and dual career couples.Today, far more women with children are working in full-time employment than in the past and women and men are both working longer hours than they were a decade ago.Additionally, many households today have increased responsibilities, such as financial pressures or caring for elderly relatives, and it is likely that these pressures will only increase in the future.

Workforce diversity tends to result in employees not sharing information and not learning from each other, resulting in a reduction in organisational learning.

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(True/False)

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Question 2

Correct Answer:

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False

In order for diversity-open performance evaluations to be effective they must include diversity criteria in manager performance appraisals that meet the organisational diversity objectives.

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Question 3

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True

Albert is working on an international project where the skills of five people from various different locations are developing a new IT system for the organisation.Albert understands that all of the members of the team have different ways of communicating, different values and beliefs.Albert shows he has:

(Multiple Choice)

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Question 4

Negative emotional and behavioural consequences of diversity are largely explained by which three theories?

(Multiple Choice)

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Question 5

An organisation advertised for people over 180cm tall for a job that could be performed by people of any height.An organisation adopting this recruitment process is engaging in:

(Multiple Choice)

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Question 6

Organisations adopting HRM policies and practices that aim to attract, employ, develop and promote high-potential diverse employees are using:

(Multiple Choice)

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Question 7

Workforce diversity includes all aspects that make us different including:

(Multiple Choice)

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Question 8

Social categorisation implies that there are in-groups and out-groups and these groups are not necessarily work orientated?

(True/False)

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Question 9

Groupthink is most likely to occur in organisations when:

(Multiple Choice)

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Question 10

Groups that have diverse members will be more cohesive and produce better outcomes if their leader is open to dissimilarity, has good conflict management skills and is able to manage emotions in the group.

(True/False)

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Question 11

Ian is a HR manager listening to Karen talk about her experiences at work.While Ian listens he shows concern for Karen's feelings and for her relationship with her boss.According to Geert Hofstede, which national culture dimension is Ian displaying?

(Multiple Choice)

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Question 12

Diversity produces cognitive benefits for the organisation.One cognitive benefit is group decision effectiveness and this results in:

(Multiple Choice)

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Question 13

Define what is meant by cultural knowledge.How can cultural knowledge be acquired in an organisation?

(Essay)

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Question 14

Alice enjoys working in teams with employees who are different to herself; she is open to their opinions and believes she can learn a lot from them.Alice's behaviour is an example of:

(Multiple Choice)

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Question 15

Organisations that practice diversity-open performance evaluations will find that:

(Multiple Choice)

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Question 16

Name the five dimensions of national culture proposed by Geert Hofstede.Give an example of how each manifests itself in organisations.Why is it important for a manager to be aware of these dimensions?

(Essay)

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Question 17

Managers can help prevent discriminatory behaviour in an organisation by:

(Multiple Choice)

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Question 18

Jeff has shown that when interacting with other employees he is able to cope with his own and others' feelings, and constructively uses his feelings to make decisions and solve problems.Jeff shows evidence of:

(Multiple Choice)

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Question 19

Diversity management is the same as equal employment opportunity and affirmative action.

(True/False)

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Question 20

Showing 1 - 20 of 36

Hartel et al (2010:136) suggest: "The changes in work and employment patterns have changed in recent times." Discuss this statement and provide implications for the transformation of non-standard employment arrangements and non-standard work arrangements in recent years.

Workforce diversity tends to result in employees not sharing information and not learning from each other, resulting in a reduction in organisational learning.

In order for diversity-open performance evaluations to be effective they must include diversity criteria in manager performance appraisals that meet the organisational diversity objectives.

Negative emotional and behavioural consequences of diversity are largely explained by which three theories?

An organisation advertised for people over 180cm tall for a job that could be performed by people of any height.An organisation adopting this recruitment process is engaging in:

Organisations adopting HRM policies and practices that aim to attract, employ, develop and promote high-potential diverse employees are using:

Workforce diversity includes all aspects that make us different including:

Social categorisation implies that there are in-groups and out-groups and these groups are not necessarily work orientated?

Groupthink is most likely to occur in organisations when:

Groups that have diverse members will be more cohesive and produce better outcomes if their leader is open to dissimilarity, has good conflict management skills and is able to manage emotions in the group.

Ian is a HR manager listening to Karen talk about her experiences at work.While Ian listens he shows concern for Karen's feelings and for her relationship with her boss.According to Geert Hofstede, which national culture dimension is Ian displaying?

Diversity produces cognitive benefits for the organisation.One cognitive benefit is group decision effectiveness and this results in:

Define what is meant by cultural knowledge.How can cultural knowledge be acquired in an organisation?

Alice enjoys working in teams with employees who are different to herself; she is open to their opinions and believes she can learn a lot from them.Alice's behaviour is an example of:

Organisations that practice diversity-open performance evaluations will find that:

Name the five dimensions of national culture proposed by Geert Hofstede.Give an example of how each manifests itself in organisations.Why is it important for a manager to be aware of these dimensions?

Managers can help prevent discriminatory behaviour in an organisation by:

Jeff has shown that when interacting with other employees he is able to cope with his own and others' feelings, and constructively uses his feelings to make decisions and solve problems.Jeff shows evidence of:

Diversity management is the same as equal employment opportunity and affirmative action.

Effective Strategic Human Resource Management: Principles and Processes

Engaging and Motivating Employees and Managing Organisational Change

Ethics and the Law: Employee Rights and Employer Responsibilities

Managing knowledge, Innovation and Creativity in Organisations

Technology and Strategic Human Resource Management

Strategic International Human Resource Management

Talent Management Through HR Planning, Job Design, Recruitment and Selection

Employee Learning, Training and Development

Strategic Performance Management

Strategic Reward Management

Principles and Metrics for Value Adding HRM

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