Benefit Diversity Management for Organizations - Essay Example

? Diversity Management is good for Organizations but Damaging for Employees al affiliation Diversity management is good for organization Diversity may refer to any difference existing among people in regard to race, age, religion, profession, function specially, lifestyle, sexual orientation and geographic origin. Diversity management means organizing all factors providing for and promoting the progressing development of diverse workforce. This is by melding the perceived differences among employees so as to attain maximum productivity. Diversity management in an organization encompasses the formation of a supportive culture where all workers are effective. In forming this culture it is vital for the management to involve diversity initiatives in the business activities of the company. The top management should also promote diversity in the workplace as goal of the company. Diversity is about portraying a culture that recognizes personal needs and contributions. However diversity by nature is perceived to bring complexity in the workplace. This negatively affects the employees due the various cultures. According to Klarsfeld (2010, 126) Employees are bound to feel at ease when working with people from the same cultural background. Diversity management in the organization is good as it promotes maximum production compared to those organizations which do not employ diversity. Diversity as a practice starts and ends with the individual. Today diversity involves the all business practices driven towards creating trust and improving workplace. In order to maintain properly managed diversity in the organization it involves knowing workers individually not as part of a particular culture. Organizations with multicultural diversity tend to portray high levels of engagement and the organization is able to outperform others. The outer-performance is in terms of stock price, turnover rate, stock price, revenue growth, net income and financial growth. According to Mor Barak (2010, 250), one of the important assumptions of diversity management is the strength of relationship between business assets. These include the business systems, practices, goals and the people involved. The compatibility of this interdependent relations as well as its well functioning affects the business operation. The effects are experienced in organizations image, profitability and stability which occur both in short-term or long-term. As suggested by Thomas (2006, 244), in diversity management, the organization needs to have an equal focus on all areas of management. Diversity in management has various benefits to the organization. They include: Easy entry to a changing market situation: Diversification in an organization implies incorporation of different practices. This means that the organization is less likely to have difficulties in adapting to changes. Working under diverse conditions enables the management to be able to handle various situations without fear. Diversity also means exploring various areas of the market therefore the management is aware of the market making its entrance easier. In diversity, employees are handled equally and this gives them the motivation to contribute the organizations development. High quality customer service: Diversification in an organization promotes enhanced customer services. The presence of individuals from different cultural background ensures that the organization can serve different customers and satisfy their needs. In diversity management since workers are used to working and relating with diverse cultural backgrounds, it becomes possible for them to handle different customers. Large-scale business transformation: transformation ensures business operation is more agile, rapid and lean. Diversity management ensures business operations are well transformed. It also ensure accountability in business transformation in large-scale. The diversity in the organization promotes modernization of business operations in business transformation. Giving power to the workforce: diversification in an organization creates a corporate culture that is in line with the company’s strategy. It also emphasizes on learning, leadership, empowerment and corporate social responsibility in the workforce. It also gives workers the eagerness to devote themselves to the success of the company as suggested by Gale and Davidson (2006, 12).This is because workers are handled individually not basing on cultural background. By giving the employee’s power it makes them prides to work in that company and make real contribution. Ensuring uninterrupted learning process: In diversity management team work is encouraged. In the learning process the management ensures all workers regardless of their level of performance are integrated in the team work positively and productively. Therefore each workers integrity, confidence, respect and self-esteem not interfered with. Any team work in an organization brings high levels of performance given the right direction by the management. The incorporation of each employee in the team work while promoting diversity provides a uninterrupted learning process. Total quality: a crucial factor of total quality management is a diversified management and company culture. Quality is the primary goal any organizational culture of a company. In diversity management the organization encourages the workforce to be committed thus promoting total quality. According to Stahl and Bjorkman (2006, 224), it is obtained through ensuring the available standards are met. The aspect of total quality is a technique that requires the workers contribution in improving products quality. Alliance with suppliers and customers: relating with customers and suppliers and developing relationship in terms of service delivery is crucial in any organization. Diversity management ensures good relating techniques of the organization with its customers and suppliers. Alliance with customers is complex hence needs diversity as it is an important part of the organization. Developing a quality alliance with the right customers and suppliers is primary goal in every organization. Diversity management as damaging to employees However diversity management can be damaging to the employees according toWrench (2007, 109). Diversity may lead to the management getting easily tripped up by its reaction to the differences in the employees. Culture in this context refers to individuals or groups view of how things are done. It is usually based on their values, conditioning and experiences. Many are the times employers think that they can define workers performance depending on their cultural identities. Some workers feel comfortable and at ease when working with workers of similar culture. This makes them reluctant and unable to perform well when working in diverse conditions. In most cases, some employees end up blaming their inability to perform well on cultural differences. As suggested by Fox (2007, 89) Accountability among employees becomes a rear factor as they always blame each other on poor performance. This is discouraging to the employees as they may fell that they are being undermined due to their cultural background. The result of this treatment is poor production as the employees do not feel motivated or appreciated of their performance. Diversity management needs to start with learning to view workers not only as individuals but as their own naturally driven biases according to Pollitt (2006, 32) . This refers to the human beings tendency of seeing the correct versus wrong and them versus us in every condition. This is a threat to a company’s management as it creates a barrier in establishing effective relationship in a diverse workforce. Managing a relationship among workers is the most important issue of diversity in management. There is always a need to relate well with employees despite their different cultural backgrounds. Sometimes employers tend to behave differently to different employees thus creating a division among them. Many employers are reluctant in managing diversity in the workforce. According to Schermerhorn (2010, 120), the approach may result to damaging results. For instance, if workers are not properly connected and devoted to the workplace they may not feel the need to contribute to the organization. Diversity in management requires that employees be treated equally and fair distributions of work. However some employers tend to be discriminating favoring those who they belong to the same cultural background. The discrimination can also be based on gender, age or ethnic groups which are aspects of diversification. Heterogeneity resulting from diversity management will have different perceptions to an individualistic society. Despite the fact that diversity promotes innovation it can be damaging to workers as it destroys cultural identity. As employees are integrated to work as one union they tend to put aside their cultural values and adapt to the work environment. Diversity in management mystifies real social inequality among employees ignoring their structural bases. It has long term implicating to employees in an organization according to Hubbard and Edward (2004, 125). This is because even after diversity management programs are implemented, issues of conflict and discrimination continue to be experienced among workers. Harassment and marginalization of employees are other factors associated with diversity in management. This results from the feeling of contempt among the employers towards the employee. In another perspective, diversity instead of dealing with the issue of racism among employees, it tends to entertain the dominant group. Conclusion Diversity management in an organization involves creating a workplace that automatically encourages employees to commit themselves to organizational goals. The strategy on diversity management is not only acquiring a diverse work force but to gain the best results out of the workforce. However, diversity management has been abused by some employers. It can be viewed as the cause for the current dialectical tensions existing in the society. Diversity management is seen to offer a pluralist strategy that enjoys diversity for economic advantage neglecting biases based on cultural and structural aspects. Its emergence coincides with the regressive change in the social world. The top management in every organization needs to recognize that their business success depends on its employees. Therefore increasing diversity in the workforce requires them developing a strategic response in the work force. Reference list: Fox, W. (2007). Managing Organisational Behaviour. Cape Town SA: Juta and Company Ltd. Gale, A. & Davidson, M.(2006). Managing diversity and equality in construction: initiatives and practice. Washington, DC: Taylor & Francis. Hubbard,E. & Edward, H. (2004). The Managers Pocket Guide to Diversity Management. London: Human Resource Development. Klarsfeld, A.(2010). International Handbook on Diversity Management at Work: Country Perspectives on Diversity and Equal Treatment. London: Edward Elgar Publishing. Mor Barak, M. (2010). Managing Diversity: Toward a Globally Inclusive Workplace. London: SAGE. Pollitt, D. (2006). Diversity in the workforce. London: Emerald Group Publishing. Schermerhorn, J. (2010). Management. New York, NY: John Wiley and Sons. Stahl, G. & Bjorkman, I. (2006). Handbook of research in international human resource management. London: Edward Elgar Publishing. Thomas, R. (2006). Building on the promise of diversity: how we can move to the next level in our workplaces, our communities, and our society. New York, NY: AMACOM Div American Mgmt Assn. Wrench, J. (2007). Diversity management and discrimination: immigrants and ethnic minorities in the EU. New York, NY: Ashgate Publishing, Ltd. Read More