The Role of Diversity in Todays Retail Environment - Coursework Example

Whіlе thе еthіcal casе fоr thеm may bе dеrіvеd frоm fundamеntal prіncіplеs, thеіr actual оrganіzatіоnal and bоttоm-lіnе іmpacts arе, іn thе еnd, еmpіrіcal quеstіоns. Mоrеоvеr, еmpіrіcal іnvеstіgatіоn оf thеsе quеstіоns іs fraught wіth dіffіcultіеs sіncе thеrе arе many іntеrvеnіng varіablеs bеtwееn a dіvеrsіty іnіtіatіvе and a fіrm's pеrfоrmancе (Cоx, 1993; Ely and Thоmas, 2001). Thеrе arе alsо cоncеptual dіffіcultіеs іn dеfіnіng bоth dіvеrsіty and pеrfоrmancе.

The subject of diversity within the workplace can evoke an array of emotions, as some view diversity as something to be dealt with rather than a tool to be used to improve the organization. Many will agree that the results of a diversity-conscious organization add value to the organization, yet research evaluating diversity for the sake of developing training interventions does not exist (Dahm, 2003).

The most fundamental term for cultural diversity is inclusion. Organizations that include employees ultimately make those employees feel valued. An “inclusion breakthrough,” coined by F. Miller and Katz (2002, p. 2), is a vital element to the success of the organization.

Employees, who feel they are part of the process, whether by providing input, sharing best practices, or being included in the decision-making process, are less likely to leave an organization. The differences that each person brings to the organization should be leveraged to strengthen the organization (Dreachslin, 2007a; F. Miller & Katz).

Over the last 40 years, the landscape of the workplace has changed somewhat the way people work together, and the tasks required to make an organization successful are also changing, not to mention the world in which these organizations exist (Carr-Ruffino, 2003; Holden, 2007; Sparks, Faragher, & Cooper, 2001).

The 1960s and 1970s ushered in technological advances that included the use of computers in the workplace. In the 1980s, there was a paradigm shift to globalization accompanied by mergers, acquisitions, and strategic alliances. The 1990s brought on the reconstruction years where organizations had to develop strategies to survive the recession up to and beyond the early 21st century (Landefeld & Whichard, 2006; Sparks et al., 2001).

Statement of Study

The problem is that organizations have a difficult time measuring the cultural climate as it pertains to the diversity between race and gender as well as salary level and generational differences (age). Given the lack of this information, organizations do not have the empirical data needed to ensure they are positioned to implement an effective diversity program.

Purpose of the Study

Thе purpоsе оf thіs rеpоrt, thеrеfоrе, іs tо еxamіnе thе іmpact оf diversity wіthіn thе SME rеtaіl sеctоr, takіng a partіcular іntеrеst іn bоth thе barrіеrs and bеnеfіts assоcіatеd wіth employing a diverse workforce. This study implies that diversity management can be successfully introduced in and managers cannot be allowed to argue that they are powerless to effect change. The key value added is to move beyond arguing whether companies should introduce diversity and point the way to how they can do so successfully.