Globalization and the Management of diversity: The Response of Dubai-based Corporation - Dissertation Example

5.1.3 Diversity Activities 595.2 Instrument Analysis 605.2.1 Reliability Analysis 605.2.2 Results of Hypotheses 615.2.2.1 Hypothesis 1: Diversity Programmes and Minority Success 615.2.2.2 Hypothesis 2: Managerial Involvement and Success of Diversity Programmes 635.2.2.3 Hypothesis 3: Diversity Programmes and Possibility of Backlash 645.2.3 Additional Analysis 655.3 Summary 70Chapter V: Discussion, Recommendations, Conclusion 715.0 Introduction 715.1 Discussion 715.1.1 Findings Regarding Hypotheses 715.1.1.

1 Diversity Training 725.1.1.2 Diversity Inclusion 725.1.2 Findings in Relationship to the Literature 735.1.2.1 The definition of diversity programme 745.1.2.2 Diversity and demographics 745.1.2.3 The designed diversity programme 745.1.2.4 Diversity management 755.1.2.4 Challenges of implementing diversity programmes 765.2 Limitations of Study 775.3 Implications for Future Research and Practice 775.4 Conclusion 79Bibliography 80APPENDIX A 85MODIFIED SURVEY INSTRUMENT 85Globalisation and the Management of Diversity: The Response of a Dubai-Based CorporationPrefaceGlobalisation has transformed the nature of the workplace as we know it.

Diversity is no longer limited to age, gender or even race but has expanded to include nationalities, ethnic origins and religious affiliations. Within the national and domestic context, the workforce is international and, there is hardly large organisation, possibly even a small-to-medium sized one, which can claim otherwise. Workforce heterogeneity, however, can be a positive asset if the organisation in question implements a diversity management paradigm.Most Western organisations, whether European or North American, have diversity management programmes in place and train.

This study focused on participation and the success of minority employees in the communications technology industry, managerial involvement in diversity programs and the retention of minority employees, and White male participation in diversity programs. Larger organizations lack the full range of middle and executive management participation in diversity programs. Managerial best practices include good communication of new regulations, rules, policies, and programs; however, managers need to be more involved and be inclusive in the diversified work environment.

Buy-in and support from executive and senior management are critical to the success of diversity development, but middle managers and supervisory level are equally critical; they are the models of management, leadership behavior, and play an essential role in changing the ideas and perspectives of the people reporting to them. Hence it can be concluded that this study attempted to contribute to research on diversity programs in organizations in the UAE. Researchers often face difficulties studying diversity programs in organizations and diversity management.

Because of the limitation of data and the very limited past research, this study makes progress to contribute to extending theory and practice. The study found a moderate relationship between diversity programs and the success of minorities. However, no statistically significant correlation was found between managerial involvement and the retention of minority employees.