Tendency of Current Demographic Trends to Increase Workforce Diversity - Assignment Example

Part 1: Tendency of current demographic trends to increase workforce diversity Part 2: Obstacles in career development Name Institution Subject Instructor Date Introduction Diversity generally refers to the act of understanding, acknowledging, agreeing with and participating in the celebration of people’s differences regarding race, ethnicity, culture, belief, class, age, gender, mental and physical ability, as well as public status. Issues to do with diversity are regarded as significant especially taking into consideration that as time goes by, there is seen an increase in the differences of the population. Workplaces should place a lot of emphases on diversity and think of ways of becoming organizations and workplaces that are widely inclusive of workers and personalities with diverse qualities (Paludi, 2012). This is because it is much more possible to realize increased competitive advantage, greater yielding potential and higher productivity. It is believed that workforce diversity is a significant asset which cannot just be ignored by any nation that believes in equality and does not encourage discrimination. Effective management of diversity is a very fundamental aspect workforce management which can bring about an increase in the productivity of workplace. Global changes in the demographic trends currently have been on the increase in that the global population is steadily growing (Kunisch, S, Boehm, S. A., & Boppel, M. 2011). As provided for by the United Nations, the population globally is approximated to have hit the seven billion mark and further, projections indicate that by around 2050 the figure is expected to have hit the nine billion mark going by the changes that are currently taking place demographically. Averagely, it is estimated that the life expectancy as determined at the time of birth, has risen from 48 years during the 1950s to 65 years currently. This varies globally but generally it results into a growth in population as well as an increase in the population that is aging. Organizations and workplaces are currently on a high rise of urbanization with regard to changes that are happening in the global workforce (Graen, 2003). It is estimated that about 50% of the global population resides in urban areas and that by 2050 this percentage will have hit the 75% mark. The portion of global population that represents Europe demographically has been on the fall as is observed from 1960s. The percentage represented by Europe in the global population was 20% in 1960. However, this figure had fallen to around 10% by the year 2005. It is projected that by the year 2050 the population that represents Europe in the global population will just be about 8% (Paludi, 2012). Part 1: Tendency of current demographic trends to increase workforce diversity At a time when there has been an increase in population around Europe that has taken place between the years 1960 and 2005, this workforce increase in population in Europe has been replaced in terms of space by the changes in demographic trends that that have been witnessed by growth in population of diversified workforce in India, Africa and China. Changes in the demographic trends that take place in countries such as France, Ireland, Spain along with UK are projected to experience a growth in the population of the workforce in a the next couple of decades. Projects in Europe that tend to result in an increase in the diversity of workforce are projected to be on the rise ever since the year 2010 (Graen, 2003). This trend is expected to continue in the same manner up to around the year 2060. In UK alone, the workforce population is projected to rise by 28% in the next decade. By contrast the workforce population in Germany is projected to experience a fall by 205% between the years 2010 and 2060 (Burke, R. J., & Cooper, C. L., 2012). Conduction of an online survey revealed that changes in the current global demographic trends have influenced diversity of the workforce by a considerable extent. It was found out that workforce diversity is a way of ensuring that all workers who are involved in the workforce are accorded equal opportunities and privileges if any. The approach that involves management of workforce diversity with regard to demographic trends is being practiced and seen as an option that is similar to opportunities and which also describes moves that are important especially in the process of liberalization in most developed countries (Geisen, T., & Harder, H. G., 2011). The current trend in the national demography has influenced the management of workforce diversity to an extent that workforce management has experienced a separation from the legal as well as emotive instances of equality towards cases that are performance facilitated as well as individualized. The involvement of demographic trends in the management of workforce diversity is portrayed as a strategy that is proactive and that aims at maximization of the potential that is available within the workforce. The approaches that are employed when it comes to management of workforce diversity have a tendency to associate with the features of individuals and groups. The diversity of workforce has, to a larger extent, been encouraged by demographics, beliefs, religion, changes in the environment as well as gender and age among other factors (Graen, 2003). The workforce is ideally expected to operate in a manner that makes men and women workers to be included into the workforce treated equally. Workers from a diverse religion, belief, demography as well as ethnic backgrounds should be able to form a workforce that is diversified. The tendency to pull together workers who are diversified in one way or another is can be seen as one way of establishing a larger pool of workers that is rich in talents. A workforce that is diversified more often than not is able to come up with positive and better decisions when it comes to decision making. This brings about a deeper and enhanced understanding of the needs of the customer or of the employers by the workers (Geisen, T., & Harder, H. G., 2011). Adjustments that take place in the place of work have been able to bring about cultural ethnocentrism which has got a lot to do with workers believing that their cultures are the ones that are superior to those of their colleagues in the work place. This kind of attitude is contributed largely to a dysfunctional global economy. Where management of workforce is a concern globally, managers have been able to act against the whole idea of cultural ethnocentrism. This is the case because in most workplaces currently there are policies and legal systems that discourage discrimination and advocate for equal opportunities at workplaces. Another reason why this is happening is also due to the existence of an economy operating worldwide and that offers the market for goods and services to a diversity of culture. Gender, religion and belief Changes in the current demographic trends involving female workforce, organizational laws and policies as well as equality in terms of opportunities have been cited as key factors to be taken into consideration when it comes to a review of the management structures in the organizations dealing with a diversity of workforce (Paludi, 2012). Whenever gender is involved in the diversity of workforce it is necessary to employ approaches that are creative as well as appropriate management practices in order to ensure equality is observed in the course of assigning and performing responsibilities that are associated with the workforce. The significance of understanding workforce diversity according to the current global population growth is facilitated by women who are either directly or indirectly involved in work places today. The workforce currently has got elevated levels of women participation in terms of roles played and responsibilities assumed at the workplace courtesy of the changes experienced in the global demographic trends. The extent by number of the mothers in both dual and single families has risen to an extent that diversity management has got to incorporate gender in its strategies for it to be successful in achieving its aims and objectives (Geisen, T., & Harder, H. G., 2011). This change that is experienced in the structure of the family is an indication that the number of men and women are being involved in taking up traditional roles is very low. It is therefore clear that issues that involve diversity are issues that touch on both genders. Several governments in a number of countries have formulated legislations and regulations that are expected to govern the operations of a diversified workplace with thereby ensuring the prevention of workforce discrimination that is gender based by making it illegal. The number of women workers who are holders of university degrees has gone up by about 20 percent in the last two decades. This is an improvement that has made partial contributions to the rise in wage differences that is experienced between women with black and those with white origin (Kunisch, S, Boehm, S. A., & Boppel, M. 2011). As the global demographic trends continue to experience changes with regard to diversity of gender, the representation of women in the diversified workforces has experienced a significant increase which cannot be overlooked. Women have gone on to face problems and concerns that are unique to their gender. This is because their lives vary substantially compared to that of men when it comes of commitment, roles and responsibilities. Age and disability The current global demographic trends with regard to age have also been cited as the cause for the increased workforce diversity. The global demographic trends are taking place in a manner that shows different age groups have been able to categorize themselves not on the basis of their background or race but this time it is on the basis of their diversity with regard to their ages. Workforce that operates on the basis diversified age groups has been on the increase in most organizations globally and this has been perpetrated by the she ability of populations from a variety of places in the world to be able to engage each other and interact. The aging group of the diversified workforce has brought a shift in the composition of the members of that particular population in the direction of old age individuals from various localities globally. This demographic trend is expected to carry on for a very long time to come (Paludi, 2012) . The recruitment of workforce members who are aged 55 and above has gone up to a level of 40 percent. According data obtained from The Census Bureau in the US, it is expected that in the next one decade about 33 percent of the workforce in the US will be over 50 years of age. This is expected to experience a further increase with time. The increase in the number of aged workforce members in relation with the global demographic trends is believed to be a cause for global workforce diversity increase (Geisen, T., & Harder, H. G., 2011). The attitude this embrace by several organizations of keeping workforce members in jobs even as they continue to age is a as a result of a shift that has been taking place in the demographics that are related to workforces. About 15 percent of workforce members were found to be older than 55 years of age in the year 2003. According to the findings, it was projected that this trend was expected to continue on the rise up to about 20 percent by 2050. This rise has been seen during the instances when the level of entry into the workforce has been decreasing in a rapid manner, and the retirement age has been raised by 10 to 15 years to 65 to 70 years respectively (Burke, R. J., & Cooper, C. L., 2012). At a similar period of time, the participation of the forces of labor is viewed as something that is going to go down or stay at same point in terms of age gap that is the gap between 16 and 55 years of age. With the introduction and development of the policies, rules and regulations in the labor force that have resulted an increase in the participation of members of the labor forced who are aged 65 years of age or older. These trends in global demography with regard to age are mostly experienced in Japan as well as several parts of Europe. All these demographic trend changes have served to play a very significant role in the rising rates that have been seen in the recent past. The correlation that exists between disability and age and which is strong is clearly described and demonstrated in the results of a research study conducted by the study centers in the US. The studies have further been able to indicate that the cases of disability that are in existence among the working age is that about 10% of these diversified workforce members are between 18 to 24 years of age, about 21% of the workforce being between 45 to 55 years of age and approximately 43 percent of the workforce consisting of members aged 65 years and above (Burke, R. J., & Cooper, C. L., 2012). Part 2: Obstacles in career development The existence of career development obstacles for most workers in organizations in the UK is a controversial issue of concern. This is more so because it contradicts the popular subjects that involve equality, policies and legislations aimed at putting a stop to racism, discrimination on the basis of gender, age, and disability among several others that are in the best interest of establishment and growth of careers for various individuals working in various organizations. These carrier development obstacles as they are termed have attracted a lot of augments and discussions with regard to the credibility of the information regarding their actual existence (Brown, S. D., & Lent, R. W., 2013). Such obstacles have been termed as ‘glass ceiling which in which in essence is a term that describes barriers and obstructions that are unbreakable, unseen and which prevent the growth and development of a groups of workers and service providers such as the disabled, women, poor as well as other groups of persons who are regarded as minorities from climbing up the corporate ladder in their carriers despite their achievements or even qualifications. Over the last two decades there has several instances where workers and especially those holding or with aspirations of holding key positions as well as managerial positions in their organizations faced a variety of obstacles in the UK (Cole, 2004). The number of female workers or service providers who happen to be in managerial positions in their careers has gone up globally. However in most countries and the UK is one of them, these female managers and those of them that hold key decision making positions in their organizations still form a minority. This is the case in a number of levels of management in the organizations that are operating the UK. It is suggested that a lot of women in the UK who are involved in various careers prepare themselves against the career development obstacles by getting themselves involved acquisition of academic master degrees in their various fields f career or even doctorate degrees (Burke, R., & Vinnicombe, S., 2005). This is considered by the women, who are one of the several groups that are faced with obstacles and hindrances as they work hard to realize the way up the corporate ladder, as an appropriate means by which they can be able to realize a break through to the glass ceiling and thereby making their way up to the elevated managerial positions. While there is not much that is being done as to whether acquiring higher academic qualifications by women may play a significant role in breaking through the barriers that stand in the way to career growth and development for women, there is a lot of evidence that has been collected in the past couple of years that is able to shed more light on the fact that there is indeed the presence of such barriers to career development for women among other minority groups (Cole, 2004). The barriers that are actually faded by the women among other groups of minority in their pursuit for career development in the organizations in the UK can be generally categorized into two major groups. That is a group of barriers that are personality centered which includes personal behaviors, skills as well as personal traits that do not agree with the things that are actually demanded by the roles and responsibilities that are associated with management. The other group of career development barriers is that which consists of obstacles that are situation centered. These ones exist within the sociocultural as well as work environments (Burke, R., & Vinnicombe, S., 2005). In most organizations in the UK, workers who are aspiring career development achievers are involved in situations of barriers that have their origin in corporate business and practices. The laws and regulations have been seen to clearly elaborate the roles, responsibilities and the rights of all the employers that are involved in the workforce even with their diversity in terms of gender. This have made possible and easier to hold the workforce accountable at all times. Major rise in the percentage and numbers of female members of a diversified workforce has been steadily taking place steadily worldwide. This rise has come about as a result of feminist movement, affirmative action legislations as well as equal employment right when for all genders. Currently women in the career development path are still getting lesser payment for their services offered as compared to their male counterparts (Cole, 2004). An instance that demonstrates this is the research study that indicated that a female member of workforce was earning 75 percent of what was being earned by the male counterpart as at the year 1998. This was not only influenced by changes in demographic trend with regard to gender but it also concerned the involvement of other issues such as race, age, class as well as academic qualifications whereby workforce members with a white origin, workers who are either middle aged or older as well as those who were holders of academic certificates were all diversity issues that were taken into consideration in the determination the wages for various categories of a diversified work force (Brown, S. D., & Lent, R. W., 2013) . Conclusion In conclusion it is clear that in the world currently; the idea of globalization of organizations is significant especially taking into account the fact that this is supported by the current demographic trends. This therefore suggests that the establishment of policies and regulations are crucial in prevention and control discrimination and equality in the management of diversity. It is also important to critically observe proper management of barriers that are associated with career growth and development of career paths in the direction corporate ladder at organizational level. Management of workforce diversity needs to be commonly practiced in the private sectors because these sectors are mostly involved with sales and profits. Studies have indicated that management of workforce diversity as influenced by the current demographic trends is being performed with emphases being placed on way of appropriately handling its increase. While positive action or equality places focus on protecting the minority groups that exist in a diverse workforce, these minority groups are from different demographic backgrounds and they tend to harbor a variety of features which can be visible or invisible. References BROWN, SD & LENT, RW 2013, Career development and counseling putting theory and research to work, Wiley, Hoboken, N.J. BURKE, R J & COOPER, C L 2012, Human resource management in the nonprofit sector: passion, purpose and professionalism, Edward Elgar, Cheltenham. BURKE, R, & VINNICOMBE, S 2005, Advancing women's careers, Bradford, England. Emerald Group Pub. Retrieved from: http://public.eblib.com/EBLPublic/PublicView.do?ptiID=233901. COLE, G. A. ,2004. Management theory and practice, London, Thomson Learning. GEISEN, T., & HARDER, H. G. ,2011. Disability management and workplace integration: international research findings, Farnham, Surrey, Gower. GRAEN, GB 2003, Dealing with diversity, Greenwich, Conn, Information Age Publ. KUNISCH, S, BOEHM, SA & BOPPEL, M 2011, From grey to silver managing the demographic change successfully, Springer-Verlag Berlin Heidelberg, Heidelberg. PALUDI, M A 2012, Managing diversity in today's workplace: strategies for employees and employers, Calif, ABC-CLIO, Santa Barbara. Read More