Topic 9 X Managing

Individual and
Human Resource
Diversity
LEARNING OUTCOMES

By the end of this topic, you should be able to:

1. Explain human resource diversity and its importance;
2. Discuss the differences that exist between one individual and
another;
3. Describe the five dimensions of personality;
4. Analyse the methods to manage human resource diversity
orderly; and
5. Apply the five principles of training and practices in human
resource diversity.

X INTRODUCTION
Malaysia is a multiracial and multi-religious country. As a result, organisations
in Malaysia have employees from various races, religions and cultures. This
diversity not only involves obvious aspects such as race and skin colour but it
also involves aspects that are not so obvious such as attitudes, personality, values
and beliefs.

In the flow of organisations that are borderless, organisations today take

opportunities to expand their operations to other countries. Hence, they are
unable to avoid dealing with a diverse workforce. In addition, if an organisation
tries to avoid creating a diversity of human resources in the organisation, the risk
of being brought to court is high, as it could be classified as a form of
discrimination.
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Therefore, it is appropriate for organisations to think of ways to manage various

employees to enable them to achieve the objectives. Human resource diversity
provides several benefits to the organisation. This topic will discuss the meaning
of diversity and its types as well as provide information on methods of managing
diversity in order to achieve organisational objectives.

9.1 HUMAN RESOURCE DIVERSITY IS NOT AN

ACT OF AGREEMENT

SELF-CHECK 9.1

Do you know what causes the distribution of human resources among

the Bumiputras and non-Bumiputras in Malaysia?

The act of agreement is an action to create employment opportunities for

minority groups and women. Diversity exists in organisations when there are
demographic features of culture and personality that are different among
employees in the organisation and the customers who deal with them. The
difference between the act of agreement and human resource diversity is that an
act of agreement focuses on actions (for example, in the recruitment of human
resources) from a gender and race aspect. Diversification is much wider,
encompassing the demographic aspects (such as gender, race and age levels),
culture and differences in individuals (disabled, normal and personality).

The act of agreement was implemented to fulfil the needs of legislation. In

Malaysia, due to the New Economic Policy and the National Development
Policy, private organisations must ensure bumiputra involvement from the point
of numbers and equity ownership of 30%. The practice of human resource
diversity and not the act of agreement is an effort that is undertaken voluntarily.
Organisations that practised the act of agreement will try to avoid legal action as
it indirectly creates a discriminative situation in the organisation.

Human resource diversity actions are not made based on the pressure of
legislation. Organisations voluntarily undertake actions to diversify their human
resources by taking opportunity from the advantages of the action. Organisations
will try to create a positive working environment where no individual
experiences benefits or losses, as they will all have equal opportunities and
benefits. Anyone can perform a good job. The differences in individuals are
respected and not ignored so that all individuals are comfortable with them.
Thus, the organisation that practises this will appreciate the differences that exist
in the employees and the customers it deals with.
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Diversification means diversity from the aspect of demographic, culture and

differences between an individual and another individual in the organisation
and the customers dealing with the organisation.

9.2 DIVERSITY AND IMPORTANCE

From the definition given, it can be gathered that there are two main meanings,
which are diversity and differences between two individuals. Both are
interrelated.

A society that is multiracial/ethnic, religious, age, gender and culture is known

as diverse. The differences between individuals are from the aspects of race/
ethnic, religion, gender, age or culture and also from the aspects of personality,
values and beliefs.

Hence, human resource diversity is a situation where organisations comprise

employees that are different from several aspects. An organisation will not be
practising diversity if its employees only comprise one race, group of women or
group of adults only or groups that have the same personality. Diversity
provides many benefits to organisations in this present time, especially in cost
saving, attracting the interests of employees, retaining capable employees and
spurring towards the development of the business.

Human resource diversity assists an organisation in saving costs as it reduces the

turnover of employees and reduces instances of tardiness such as coming late to
work. Apart from that, it is also able to attract interest and retain capable staff as
these employees have special features and talents, and are not afraid to work in
an organisation that practices human resource diversity. Apart from that,
employees are able to see opportunities to succeed in their careers if they
continue to work for the organisation as discrimination does not exist in the
promotion of positions and provision of reward.

Apart from that, manpower diversity also enables an organisation to grow and
develop through good problem solutions. Human resource diversity ensures that
work is carried out well and problems are identified and effective alternatives are
developed.
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EXERCISE 9.1
Essay Question

Provide brief explanation on the following:

(a) Act of agreement
(b) Act of human resource diversity

9.3 DIVERSITY AND INDIVIDUAL

DIFFERENCES
When diversity exists in a society, differences will exist between one individual
with another. The differences between individuals can be obviously seen but
some can only be known after going through a long period of interaction with the
individual. This section will discuss the differences due to diversity.

9.3.1 Surface Level Diversity

SELF-CHECK 9.2

To what extent is your understanding of discrimination? What do you

understand about discrimination problems among employers?

According to Williams (2000), diversity at this stage means differences in age,

gender, race or ethnicity and the ability to see. It cannot be changed or measured.
Many managers and employees use this level of diversity to give first
impressions and categorise their colleagues, superiors, customers or job
applicants. The impression and categorisation would usually lead towards
negativity that can cause discrimination.

Generally, it challenges a manager who tries to create a positive working

environment where each individual will feel comfortable and not feel that they
are given advantage or taken advantage of. Figure 9.1 briefly explains the types
of discrimination that exist in some organisations.
 TOPIC 9 MANAGING INDIVIDUAL AND HUMAN RESOURCE DIVERSITY W 149

Figure 9.1: Types of discrimination that exist in some organisations

(a) Age Discrimination

Organisations deal with employees of various age levels. Age
discrimination is actually a process to manage individuals in different
aspects (such as in recruitment and termination, promotion and decision to
reward) due to their age factor. Normally, age discrimination happens
when the employees are older, nearing retirement age or have retired. This
discrimination exists due to the impression that older employees will not
learn and use the computer or technology, are unable to make changes, fall
sick easily and are more expensive to recruit compared to younger workers.

Are all the assumptions stated above true? In certain cases, they are true.
Employees who are older and have served longer cause an organisation to
provide more from the aspects of salary, pension and off days. However,
older employees also contribute to the cost saving of the organisation as
they are more discreet, more observant towards quality of work and
provide less problems in termination, punctuality and absenteeism. Some
parties say that work performance declines with age but scientists have
proven that the level of work performance is not affected at all by age in all
occupations.

What can an organisation do to reduce age discrimination? For a start, its

manager needs to understand that age discrimination is only an impression
that is inaccurate. Organisations must train their employees to assess
candidates applying for jobs, promotions, remuneration and others based
on qualifications and not age. Organisations need to monitor to what extent
older employees need training. Finally, they need to ensure that younger
and older employees interact with one another. A study carried out shows
that younger employees have more positive views towards older
employees and the more time they spend with the older employees, the
more positive their outlook becomes.
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(b) Gender Discrimination

Gender discrimination means giving different treatment to individuals

based on gender. Female officers are discouraged from holding high
positions in organisations due to the gender factor. This is called the glass
ceiling. The glass ceiling situation is usually linked to women or minority
groups. The term refers to invisible obstacles that prevent women or
minority groups from being promoted to higher levels in organisations.

Is it true that gender discrimination happens in the workplace? Yes but not
as how it has been publicised. The factors that cause female employees to
face slower growth in promotions from middle levels to higher levels are
also partly due to the choices of career made. Female employees are not like
male employees who go after higher salaries and advancement in careers.
Female employees have a tendency to select careers or jobs that give large
areas for implementation, more control on work scheduling and
unrestricted movements in and out of workplaces. Moreover, female
employees will focus and give more priority to their family compared to
their careers.

Nevertheless, the factors stated above are not highlighted to hide gender
discrimination towards female employees. No doubt, it is true that the
advancement of female employees is much slower in higher positions in an
organisation due to discrimination.

What organisations can do is to ensure that female employees are also

given equal opportunities to build their careers just like male employees.
One of the steps that can be implemented is by conducting a mentor-
mentee programme. This programme requires female employees to be
partnered with a more senior employee for the purpose of obtaining advice,
 TOPIC 9 MANAGING INDIVIDUAL AND HUMAN RESOURCE DIVERSITY W 151

support and interaction. This method can assist in providing guidance to

female employees to advance further in their careers.

Another strategy that can be used is to ensure that no activities that are
dominated by male employees, thereby sidelining female employees.
Conducting tough and robust activities such as jungle trekking may not be
suitable for female employees. Activities such as telematch games might be
more suitable. All these are done to avoid feelings of discrimination among
female employees.

(c) Race or Ethnic Discrimination

This discrimination means different treatment given to individuals due to
differences in race or ethnicity. In Malaysia, due to the ruling system by the
State and the system implemented from the colonial days, economic activity
was divided according to race. The Malays were mainly involved in
agriculture; the Chinese were involved in business activities and lived in
towns; and the Indians were involved in plantation activities. Hence, the
existence of an economic gap was very obvious between the races until the
eruption of the incident on 13 May in 1969. As a result, the government
implemented the New Economy Policy to reduce the economic gap
between the ethnic groups especially between the Malays and the other
races. Therefore, in each field of economic activity, there is a need to have
30% Bumiputra participation.

What can be done by organisations to ensure that all races enjoy the same
opportunities is to look at the workers composition in the organisation. In
ensuring that workers composition is fair and just for each ethnic group, it
has to start with the process of employee recruitment. The recruitment of
employees has to be balanced for all races and all employees will have the
opportunity to attain advancement in the organisation.

The next step is to eliminate unclear selection criteria and promotion.

Criteria that are vague could cause decision makers to have a tendency to
look at features that are irrelevant to work activities, which will
inadvertently lead to discrimination. Therefore, the criteria for selection and
promotion must state clearly the knowledge, skills, capabilities, level of
academic qualifications and the experience required to carry out the work
activities efficiently. Finally, the organisation needs to train its managers
and decision makers to be responsible for the decisions on the selection of
employees and the promotion of employees so that the decisions made are
not inclined towards discrimination.
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(d) Discrimination Towards Physical and Mental Disability

ACTIVITY 9.1
The disabled groups are often not given rights that are equal to other
employees. How true is this statement based on your observations,
whether at the workplace or around your environment? Discuss with
your friends.

Disability means a state of mental and physical conditions that limits the
activities that could be done by an average person. Discrimination against
physically and mentally disabled people means that individuals are treated
differently due to their disability. Let us think deeply from the corners of
our hearts. When we see a blind person with a full-sighted person or
someone who moves around in a wheelchair with a person who moves
around freely, what is our perception? If we have different perceptions
other than the perception of normal humans, then this is where
discrimination starts.

This perception, whether intentional or unintentional, is labelled as

stereotyping, which is a negative belief, inaccurate and extreme against the
individual or specific group. The disabled group is believed to have
extremely low self-esteem, sensitive, depressed, not aggressive, too
dependent and not competitive and other negative characteristics. This
stereotyping is inaccurate and will cause expectations that are inaccurate
against the work performance of the disabled group.

Individuals who are mentally or physically disabled usually experience

difficulties in obtaining work. Even if they are able to secure a job, they will
only be able to hold a low status or part-time job; have little opportunity for
advancement; and earn a lower income compared to normal workers even
though they hold the same positions. According to one research, the
management and public perceive discrimination as a very normal thing and
this is also widespread.

Actually, a disabled person is capable of performing work activities with

better competency compared to normal workers. Employees who are
disabled could perform work just like normal employees if the
management could prepare facilities especially for them, such as changes in
the procedures or work equipment and others.

Organisations could also ensure that disabled employees have the same
opportunities as normal employees in order to avoid the existence of such
 TOPIC 9 MANAGING INDIVIDUAL AND HUMAN RESOURCE DIVERSITY W 153

discrimination. Apart from the efforts in educating and changing the

mindset of the disabled group, organisations need to have a commitment to
prepare infrastructure and a working environment that are suitable for this
group. This includes changing the work schedules, modifying the tools and
equipment or preparation of special help services for disabled groups
whenever needed. Other strategies that are helpful are supporting
technology that could assist disabled groups in overcoming their disability.

ACTIVITY 9.2

We cannot deny that there are some male employees who cannot cope
with working under the directive of female employers. In your
opinion, why does this happen? Is it because the male employees feel
insecure or do not have the confidence in the authority of the woman
as an employer? Discuss with your friends.

EXERCISE 9.2

Essay Question

Explain what is meant by surface level diversity and the types of

discrimination that fall under this category.

9.3.1 Internal Diversity

SELF-CHECK 9.3
Have you ever thought about the factors that contribute to the
formation of your personality? If you have not, then do it now and
compare them with the following dimensions.

Internal diversity means the differences that are communicated verbally or non-
verbally such as personality and attitudes that could be learned through
interaction with other people. Examples of diversity at this level are differences
in personality, attitudes, beliefs and values. Why do we need to know about
diversity at this level? It is important as the differences of individuals are not
154 X TOPIC 9 MANAGING INDIVIDUAL AND HUMAN RESOURCE DIVERSITY

only limited to situations that we can see or measure but also involves the aspects
that are quite vague such as personality, values, attitudes and beliefs.

Understanding the differences of individuals at this level of diversity is only

through long social communication with the said individual. You will not know
if a person is friendly at the first meeting but the attitude of the person will only
be clearly known once you have befriended that person for a period of time. In
other words, internal diversity means knowing and understanding another
individual better. It is important as the attitude of not knowing a person could
also cause prejudice, discrimination and conflict at the work place.

(a) Five Dimensions of Personality

ACTIVITY 9.3

Please answer the questions on the dimensions of personality found in

the following webpage and examine the results. Based on the results,
you will know more about your own personality.
http://www.outofservice.com/bigfive/

Personality means the stable actions, attitudes and emotions exhibited by

individuals from time to time that differentiate one individual from another
individual. For example, you have three friends: Saleh, Yusuf and Latif.
Saleh is bad-tempered, Yusuf is a quiet person and Latif is always cheerful.
Definitely the personalities shown by the three friends are all different from
one another.

Some personality researchers conducted a study and explained the actual

conditions of personality. From the study, it was found that in general,
personality can be divided into five main dimensions. Figure 9.2 shows a
summary of all the five personality dimensions.

Figure 9.2: Personality dimensions

 TOPIC 9 MANAGING INDIVIDUAL AND HUMAN RESOURCE DIVERSITY W 155

(i) Extrovert
The extrovert is active, friendly, mingles easily, energetic and
cheerful. The opposite of extrovert is introvert. Introverts are quiet,
shy, inactive, like to be alone and find it difficult to mingle with other
people.

(ii) Emotional Stability

Emotional stability refers to the level of a personÊs emotions when he
is angry, frightened, worried, joyful, stressed and others. Individuals
who have stable emotions react positively and calmly regardless of
the situations. This group is able to make good decisions even when
they are in stressful situations. Individuals who have unstable
emotions are more inclined to feel emotional, aggressive and easily
impulsive when they are in situations of anger and stress. Individuals
who have stable emotions are suitable for jobs in challenging
conditions such as policemen, doctors and pilots.

(iii) Consensus
It means the level of co-operation, courtesy, flexibility, forgiveness,
tolerance and trustworthiness. Individuals who have a high level of
consensus can work with anyone and deal easily with people.
Individuals who have a low level of consensus find it hard to work
with other people and face a lot of problems with other employees.

(iv) Openness
A personality dimension that explains the level a person, who thinks
openly, reacts openly to ideas, issues or new experiences, high
tolerance towards uncertainty and has a high level of curiosity.
Organisations that deal with dynamic environment require employees
with high levels of openness. This is because these types of employees
are willing to accept any sort of change and easily understand the
need for change.

(v) Diligence
Diligence is the level where a person works hard, is responsible,
objectively orientated and is organised at work. Employees who have
a high level of diligence usually know what their work responsibilities
are, arrange their work neatly, are always punctual and complete their
work on time. If a job cannot be finished on time, then a logical and
reasonable excuse will be given. Employees who have a low level of
diligence are normally in chaotic conditions, work haphazardly and
are disorganised, are always behind time and provide excuses that are
unreasonable if the job could not be completed on time. Aside from
this, employees who have a low level of diligence will also create a lot
of problems if the job involves other individuals.
156 X TOPIC 9 MANAGING INDIVIDUAL AND HUMAN RESOURCE DIVERSITY

„I have other businesses to attend to. After this, there is a

meeting with the managing director.‰

EXERCISE 9.3

Essay Question

List five personality dimensions that you have learned.

9.4 OTHER PERSONALITY DIMENSIONS

Apart from the five personality dimensions discussed earlier, there are also other
personality dimensions such as „authoritarianism,‰ „Machiavellianism,‰
personality dimension type A/B, self monitoring and locus of control. If you
refer to Figure 9.3, you will find a summary of other personality dimensions in a
chart.

Figure 9.3: Other personality dimensions

 TOPIC 9 MANAGING INDIVIDUAL AND HUMAN RESOURCE DIVERSITY W 157

(a) Authoritarianism
Authoritarianism means the extent an individual believes in the need for
different authorities and status in an organisation. Employees who have
this type of personality believe that what differentiate one individual from
another are the authority and status possessed by a person in the
organisation. These people would rather work for a manager who has an
authoritative style. They would not be able to perform if they have a
manager who likes to delegate and encourages initiative and consideration
in the employees themselves.

(b) Machiavellianism
Machiavellianism is the extent an individual would be able to accept
whatever action if it is made to satisfy the needs and to achieve objectives.
People with a high level of Machiavellianism believe that bad or good
actions or conduct can be accepted as long as it satisfies the needs and
achieve the objectives required. Moreover, this group will be willing to do
anything to achieve whatever it wishes.

(c) Type A/B

Individuals classified as Type A personalities try to complete as many
matters as possible in a short span of time, are hardworking, impatient,
perfectionists and cannot sit still without any work. Individuals classified as
Type B like to behave casually, are patient, able to be involved in social or
entertainment activities without thinking too much about work and do not
really emphasise on perfection.

(d) Self-monitoring
Self-monitoring refers to an individualÊs ability to adapt his action to
different situations and environments. Individuals who have a high level
of self-monitoring are able to adapt their actions to situations and the
surrounding environment. Individuals with low self-monitoring are not
able to adapt their actions to any situation or environment. This group
usually acts in the same way in any condition. For example, an individual
who is quiet can be categorised as one who has a low level of self
monitoring as in whatever situation, he will still be a quiet person.

(e) Locus of Control

Locus of control is a level where individuals believe that whatever happens
to them is a result of their own actions. Locus of control can be divided into
two that are internal locus of control and external locus of control.

(i) Individuals with internal locus of control believe that whatever

happens is due to their own actions. Individuals who have internal
locus of control will not put the blame on someone else if anything
bad were to happen to them.
158 X TOPIC 9 MANAGING INDIVIDUAL AND HUMAN RESOURCE DIVERSITY

(ii) Individuals with external locus of control believe that whatever

happens to them is caused by factors that are beyond their control such
as fate and others. Individuals who have external locus of control will
blame someone else if anything bad were to happen to them.

ACTIVITY 9.4

To obtain additional information, visit the following website and you

will find an article related to locus of control. This article describes in
detail information on locus of control.
http://www.findarticles.com/cf_dls/g2602/0003/2602000356/p1/artic
le.jhtml

ACTIVITY 9.5

It cannot be denied that in each organisation, there are bound to be

problematic employees with the potential to create further problems to
other employees as well as an uncomfortable atmosphere among other
employees. In your opinion, what are the best steps to overcome such
problems? Discuss this with your friends.

EXERCISE 9.4
Essay Question

Explain the differences between authoritarianism, internal locus of

control and Type A personality.

9.5 MANAGING DIVERSITY

SELF-CHECK 9.4
In managing a diversified organisation, management must be alert and
sensitive to the methods that are suitable to ensure the efficient
transition of management. In your opinion, what are the suitable
methods to be practised in an organisation?
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Managing diversity is not an easy task. This is because the people that manage it
will face all sorts of individuals of different types and behaviour. Moreover, in
order to ensure the success of a diversified management, the people responsible
must be clear with the methods or paradigms in order to handle the diversity,
principles, trainings and diversity practices.

9.5.1 Paradigms of Diversity

There are several types of methods or paradigms that can be used by
organisations in managing diversity. One is the paradigm of justice and
discrimination. This is a normal method when dealing with diversity. This
paradigm focuses on the equality of opportunities, fair treatment, recruitment of
minority groups and compliance with human resources laws and regulations to
avoid discrimination in the organisation. The benefit of this paradigm creates
fairness in the treatment of employees and increases the demographic diversity.
However, this paradigm only focuses on dimensions that are diversified on the
surface level such as race/ethnic, gender, age and the capabilities of an
individual.

The paradigm of achievement and fairness is a method in managing diversity

that exists in organisations. This paradigm focuses on the acceptance and respect
of the differences that exist between individuals. Therefore, diversity in
organisations is in line with the diversity found in groups that have the same
interests as the organisation such as customers, suppliers and local community.
Ideas that are hidden in approach are that an organisation exists in a country that
increases cultural diversity and the purchasing power is high.

Moreover, the organisation needs human resource diversity in order to achieve

various and different segments. The purpose is to obtain benefits from the
diversity that can also be used for the purpose of business. The advantages of
this approach are that it provides clear rationale on why organisations need
diversity. The advantage of this paradigm is that it only focuses on the aspect of
diversity on the surface level.

The paradigm on effectiveness and learning is a paradigm that focuses on the

integration of diversity at the internal level such as personality, attitude, beliefs
and values in the actual work place environment of an organisation. In this
approach, individuals are valued not only on the surface level but also based on
the knowledge, skills, capabilities and experiences. In other words, this paradigm
tries to achieve the plurality of organisations.
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Plurality of organisations is the working environment where:

(a) Each member is given the power to contribute towards maximising the
benefits to an organisation, customers and their own self; and
(b) Each individual is respected not only because of their membership or
polarisation in a specific cluster.

Furthermore, this paradigm tries to improve the weaknesses of the previous both
paradigms. This paradigm not only takes into account the surface level diversity
but also involves the internal levels, to create an approach which is more accurate
and precise.

9.5.2 Principles of Diversity

The following are five principles that can be used by organisations to manage
diversity:

(a) Enforce precisely and sincerely the regulations related to work

opportunities.
(b) Treat groups that have differences between one another according to the
same priorities without any extra privileges.
(c) Adapt opportunities in line with the individuals and not the group.
(d) Determine the specific standards according to the matters that involve
diversity and differences between individuals.
(e) Place high but realistic objectives in the effort to achieve success in realising
human resource diversity in an organisation.

9.5.3 Training and Practices of Diversity

Organisations use various trainings and practices to manage diversity. There are
two types of diversity training. Firstly, there is the sensitivity training that is
designed to increase the sensitivities of employees to diversity and controversies,
stereotyping or assumptions (usually negative) that they have towards diversity.
The second type of training is diversity training based on skills. This is training
on practical skills that are needed to manage manpower diversity such as
flexibility, adaptation, negotiation, solutions of problems and solution of
conflicts.

Organisations also uses various practices to manage diversity efficiently.

Examples include audit diversity, team diversity and the providing experience to
higher management by minority groups.
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Audit diversity is a type of formal assessment that measures the attitudes of

employees and management to investigate to which extent the individual acquire
advantages and disadvantages in the aspects related to work activities such as
recruitment, promotions and to the check organisationÊs policies and procedures
related to diversity.

Team diversity is a method that uses mentor-mentee programmes, where

individuals of different cultures, background, gender or race/ethnic are teamed
up or matched to enable them to get to know one another and change the
perceptions and attitudes that they had before this.
All decisions related to diversity issues in an organisation depend on the top
management decisions. Therefore, top management needs to make decisions that
are wise when handling issues related to diversity.

ACTIVITY 9.6

You have already been exposed to the methods that could assist
management in managing diversity in an organisation. Based on your
understanding, what are the types of training that could ease the
handling of diversity in an organisation? Discuss this with your friends.

SELF-CHECK 9.4

Which departmentalisation concept is practised in your organisation?

162 X TOPIC 9 MANAGING INDIVIDUAL AND HUMAN RESOURCE DIVERSITY

EXERCISE 9.5

Essay Questions
1. List the paradigms of diversity that you have learned.
2. Give two types of diversity training that you have learned.

Multiple Choice Questions

1. Which of the following is NOT one of the purposes of programme

diversity?

A. To pay compensation for past discrimination.

B. To create a positive work environment where nobody had
any additional advantages and disadvantages.
C. To create a work place environment where each person feels
comfortable.
D. All the above are among the purposed of diversity
programmes.

2. Diversity can provide lots of benefits to an organisation EXCEPT:

A. reduces the rate of employeesÊ turnover.

B. attracts the interests and retains talented human resources.
C. assists in developing business growth.
D. saves the inventory cost of an organisation.

3. Which of the following is NOT a type of discrimination at surface

level diversity?

A. Gender discrimination
B. Race/ethnic discrimination
C. Territorial discrimination
D. Age discrimination

4. Individuals who are active, friendly, mingle easily, energetic and

cheerful have personalities that are ___________.

A. external locus of control

B. introvert
C. internal locus of control
D. extrovert
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5. Individuals that believe all incidents that happened to them are caused
by their own actions are individuals that have _________.

A. internal locus of control

B. external locus of control
C. type A personality
D. type B personality

TRUE (T) or FALSE (F) Statements

1. Organisations implement human resource diversity because they have

to adhere to legal rules and regulations.

2. Human resource diversity helps organisations in cost saving measures

as it reduces the turnover rate of employees.

3. Surface-level diversity discusses the issues of the differences on the

aspects of attitudes, personality, values and beliefs.

4. One diversity principle is to set high but realistic objectives to realise

the human resource diversity in organisations.

5. Team diversity is a method that uses the mentor-mentee programme.

• Human resource diversity provides various benefits to organisations

especially in the arena of global trade.
• Human resource diversity helps in building and strengthening the
competitive advantage of an organisation.
• In addition to that, current managers need to know and understand the
differences that exist between individuals.
• Understanding and managing these differences can generate more
advantages.
• It not only facilitates the work activities of the manager but also assists in the
smooth implementation of activities towards achieving objectives that have
been set.
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Authoritarianism Locus of control

Discrimination Machiavellianism
Diversification Self-monitoring
Internal diversity