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Valuing Diversity, Values and Ethical Considerations.

Theory and practice relating to ethical behaviour.
by

David Allaway

on 14 January 2013

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Transcript of Valuing Diversity, Values and Ethical Considerations.

De Janasz, S., Dowd, K., Schneider, B., 2009, chpt. 5
Erin Brockovich (2000), director Steven Soderbergh
http://www.gov.uk
http://www.equalities.gov.uk
http://www.aboutequalopportunities.co.uk
http://www.ted.com/talks/sheryl_wudunn_our_century_s_greatest_injustice.html
http://www.ted.com/talks/spencer_wells_is_building_a_family_tree_for_all_humanity.html
http://www.uea.ac.uk/dos/Equal+Opps
http://www.cipd.co.uk/hr-resources/factsheets/diversity-workplace-overview.aspx Valuing Diversity and Ethical Considerations:
theory and practice relating to ethical behaviour from Loden (1995) in De Janasz et al. (2009) p.96 Barriers to
ACCEPTING
diversity prejudice ethnocentrism stereotypes blaming the victim discrimination harassment backlash discrimination is natural ... look at this Building relationships with others This applies with a sexual partner,
business colleagues, friends, and even
strangers in strange places (and all the latter
may become the former). seek opportunities to interact with a wide variety of people seek feedback from diverse others about how well you are communicating respect for them and valuing their diversity - "Am I doing ok?" Rather than treating strangers as strangers, treat them as valued guests by showing interest in them, sharing information about yourself, and inviting them to reciprocate. Encourage your peers to be candid by openly discussing their personal opinions, feelings and reactions with you. Build trust by being open about yourself and being trustworthy when others share their opinions and reactions with you. Work with diverse others to achieve mutual goals. These are key skills that are looked for in
assessment centres. cf. 1B1Y corporate & social responsibility
Dr. Game Primary & Secondary Dimensions
of Diversity The concept of diversity encompasses acceptance and respect.
It means understanding that each individual is unique,
and recognizing our individual differences. www.qcc.cuny.edu/diversity/definition.asp Take 2mins to look at the people in this room.
How can you describe the diversity among us?
What ways of categorising us (discriminating) can you think of? Equal opportunities protects
Diversity values the person
Management as fair and flexible
Values: culture of the organisation
Behaviour:
Reinforce
Tackle
Ask: what is happening? Summary Audit & review
Employee surveys
Track actions
Diversity & values objectives part of job descriptions and roles
Benchmark
Network to share learning Measure, review, reinforce Values system based on respect & dignity
Describe the desirable behaviours to gain positive commitment
Ensure everyone has a personal responsibility to uphold the standards
Introduce mechanisms to deal with unacceptable behaviours Workplace behaviour The Institute of Business Ethics (IBE) describes business ethics as

the application of ethical values, such as integrity, fairness, respect and openness, to business behaviour.

Embedding these values in the culture of a company is crucial.

(http://www.icaew.com/~/media/Files/Technical/Ethics/woolf-report-2008.pdf accessed 13.01.13) Ethical behaviour ‘Values are words which embody what is important to us.

They are complex and intangible ‘higher level functions’ of thinking and are intimately linked to our beliefs about what is good and bad, right and wrong. 

Our values guide our every decision and the satisfaction or violation of them can produce strong emotional reactions.’

(http://www.cleanlanguage.co.uk/articles/articles/289/1/The-Value-of-Values-elicitation-with-NLP/Page1.html accessed 13.01.13) Values An environment where everyone can speak up and question
A place where everyone can feel comfortable and has the same opportunities
No one feels out of place Success through diversity? People have different personal needs, values & beliefs

To support business needs, good management practice demands people propositions (a rank piece of HR jargon that means, ‘ways in which we, the company, promise to treat our employees and customers’) are:
Consistently fair
Flexible
Inclusive Diversity: why? Primary diversity
Age, gender, mental & physical characteristics, race, ethnic heritage, sexual orientation

Secondary diversity
Work experience, income, religion, first language, family status, organisational role & level, work style, education, geographic location, communication Forms of diversity Valuing everyone as an individual – valuing people as employees, customers and clients
(http://www.cipd.co.uk/hr-resources/factsheets/diversity-workplace-overview.aspx accessed 13.01.13)

You can’t manage everyone the same …
we’re not. What is diversity? By the end of this lecture you should be able to:
Define diversity in the workplace
Explain values and ethical behaviour
Outline the business case for diversity
Link diversity to effective workplace behaviour Lecture outcomes Valuing diversity,
values,
and ethical behaviour Build concepts into management and teams
Increase awareness
Induction
Line management commitment and understanding Training Business case
People performance
People motivation
Market competitiveness
Corporate reputation Social justice or equality case
Belief everyone has a right to equal access to employment
Employees should have:
Equal pay
Equal access to training & development
Right to be treated fairly Case for diversity
Full transcript