The Concept of Workplace Diversity - Essay Example

? Managing Workplace Diversity Table of Contents Introduction 3 Conceptual Framework of the 4 Workplace Diversity 4 Managing Workplace Diversity 6 Policy-oriented analysis of the theme 10 Research Findings and Analysis 10 Impact of Cultural Diversity on individuals and organizations 11 Tools for the improvement of the diversity climate 12 Implementation of workplace diversity programs 13 Recommendation and Conclusion 15 Reference 17 Appendix 19 Questionnaire 19 Introduction Demographic changes and emergence of global market have increased tolerance for differences in society. Along with this, certain programs especially initiated by governments of nations have played an important role in enhancing the importance of diversity in the workplaces. Moreover it is expected that there will be an increased numbers of women, minorities and people hailing from diverse cultural backgrounds with different lifestyles entering the workforce. Also there is apprehension about the fact organisations will be confronting with the problems of utilising the human potential completely from them. This calls for the need for managing the diverse workplace. It is believed that organisations not able to manage diversity are unable to utilise the full potential of their workforce. Moreover this makes their survival difficult and creates an extremely complex business condition under which the company is not able to grow at its full potential (Wentling, n.d.). Numerous researches have been going on around the world to study the trend and status of the diversity initiatives taking place in workplaces. The project presents the major findings from the researches. This includes the various barriers in working within diversity and also includes the reasons for the implementation of the diverse strategies or the effective initiatives. The main purpose of the project is to bring forth the impact of cultural diversity in organisations. In this regard, it presents secondary data on cultural diversity. Cultural diversity may give rise to mis-communications and eventually lower the effectiveness of the groups in the organisation. Examining the selective factors like cultural diversity from among a wide diversity climate is the prime concern of the project. The project presents the trends in such diversities and how the subject has evoked special interest among human resource professionals in organisations. In this regards, the present challenges and benefits that organisations enjoy are presented. Special emphasis has been provided to the management of workplace diversity and the way in which they can be implemented in organisations. Workplace diversity has been especially emphasised with regards to the hospitals in UK. Finally the project ends with the presentation of the recommendations of the management and implementation of a diverse workplace culture. Conceptual Framework of the subject Workplace Diversity Extensive research has been conducted by experts across the world which has brought out the meaning and definition of diversity. Diversity includes everybody and this is the reason why it must be given value. Different employees bring along with them the differences to the place of work, which includes the group identity differences as well. Organisations have tried using this diversity for accomplishing both individual and organisation goals. However, there are instances where organisations have demonstrated biasness towards particular groups. There have been efforts for removing such biasness (Wentling, n.d.). Diversity in the workplace refers to the various differences arising among people in organisations. Diversity may include race, gender, age, personality, ethnic group, cognitive style, tenure, education, organisational function, background etc. Out of the above aspects of diversity the project aims to emphasise on the cultural and ethnic diversity in organisations. The cultural or ethnic heritage carried by an individual determines the extent to which he or she identifies himself or herself with the group he works with. Cultural diversity may have significant impact on the organisation as it involves the interaction between the individuals and also the external environment (Moon, 1997, p.16). Diversity can be utilised towards the benefit of the organisation but at times it is argued that encouraging in diversity might result in weakening efforts towards the reduction of racism in society. Following is the characterisation of individuals as per their attributes. Figure 1: A scheme for categorizing the personal attributes of individuals (Source: Joshi & Jackson, 2003, p.3) Diversity in the workplace is primarily a people issue focussing on the various similarities and differences brought by the people in the organisation. “it is usually defined broadly to include dimensions beyond those specified legally in equal opportunity and affirmative action non-discrimination statutes” (Cornell University, 2010). It can also be interpreted in a way which includes such dimensions which influences the perspectives and identities that are brought by the people in the organisation. Some of these dimensions are education, profession, parental status or even the geographic location. Considering it to be a concept, diversity is inclusive of all in the organisation. In fact in a number of ways initiatives to increase diversity are said to complement non discrimination compliance programs which creates an organisation culture and workplace environment in order to make the differences work (Cornell University, 2010). Diversity in the organisation allows and encourages learning from the others who are different. It is also about respect and dignity for all, and about the creation of a place of work which promotes such practices like learning from others and capturing the advantages of a wide variety of perspectives. Hospitals are required to cater to the main diversity issues like age, race disabilities etc. In Plymouth Hospital in UK, the areas of inequality and diversity are taken care of by the government legislations and are incorporated in a single scheme (Plymouth Hospital, 2011). Managing Workplace Diversity The recent trend of globalisation and increase in degree of gender and ethnic diversity has turned the concentration of managers in organisations to the management of cultural differences. Management literature suggests that cultural diversity must be enhanced in organisations as they add to the organisational effectiveness. However, there is no specific link between managing diversity and organisational competitiveness. Extensive research has been going on in this area to bring about a positive link between the two. Human resources, success of marketing, innovation and creativity, problem solving ability and the flexibility of organisations are some of the dimensions of business performance which directly affects the managing cultural diversity in organisations (Cox, 1991). At the first thought, diversity refers to the differences in race and ethnicity first and then gender. However, diversity is actually a much broader term than that. It is actually the human qualities which are different from the persons’ own and remains outside the group to which he belongs and yet it is present in the other groups and individuals (UCSF Human Resources, n.d.). Before managing diversity it is important to realise how these dimensions affect motivation, success and performance and also the interactions between employees. Firstly managing diversity includes examining the institutional practices and structures which presents barriers and challenge the diversity dimensions. It is also important to gain the support of the top management of the organisation which implements such programs. In other words, the management must show their support towards the creation and management of such programs (UCSF Human Resources, n.d.). The most important phase in managing diversity would be the creation of a family friendly workplace. Modern organisations have being increasingly using this strategy and been gradually transforming themselves into family friendly workplaces. It has also demonstrated effective improvement in the overall employee morale and productivity and consequently the reduced absenteeism substantially. Provision of family friendly atmospheres in organisations has reflected greater financial performance. This also shows that the increasing provisions are “compatible with improving financial performance” (Whitehouse, et al, 2007, p.9). Organisations have also been increasingly offering a combination of work and family programs, flexible hours of work, compressed working weeks, increased job sharing, possibility of telecommuting and also providing relocation assistance for members of the family of the employees. The following figure depicts the increase in the provision of family friendly provisions in workplaces since 1998 to 2004. Figure 2: Incidence of family-friendly provisions for non-managerial employees, 1998 and 2004 (Source: Whitehouse, et al, 2007, p.10) The provision of diversity training programs to employees also account for one of the main steps in managing diversity in the workplaces. Organisations have been increasingly resorting to implementing diversity training programs to its employees. This accounts one of the most significant aspects of most of the diversity programs. This helps in building the employees’ awareness about the different cultures and different ethnic groups. Such programs may even include lectures, role plays and discussions (Johnstone, 2009). The diversity training programs can be made effective only if it is made mandatory for the employees. The programs must be made available free of charge. A variety of methods can be used for providing the training. This can include the combination of both external and internal trainers. Group discussion accounts for one of the most frequently used modes of training. Apart from implementing the training, evaluation of the same is also important. It is important to evaluate the effectiveness of such training programs. For this purpose, post course questionnaires can be developed and used. They can be used for collecting the response of the candidates and they can also be used for collecting the feedback of the candidates too. Such training programs are widely used in hospitals in UK. The one worth mentioning is Nottingham CitiHealth. The training programs include flexible working and reasonable adjustments as few of the key issues of the organisation. Brookdale Healthcare provides special training of induction to its staff followed by in-depth training as component of their diversity training programs (Johnstone, 2009). The importance of such programs is significantly important in hospitals because cultural and ethnic differences accounts for few of the main factors which causes poor communication between employees. Also, the communication between the patient and the hospital staff might be difficult and this may result in poor performance of the hospital. The Medical Research Council in UK has made three hours of training programs mandatory in organisations (Johnstone, 2009). Another important component of managing diversity at the workplace would be the development of mentoring programs for employees. Some of the effective mentoring programs include counselling, coaching, and at times sponsoring the employees who lack the desirable experience. These programs have been especially effective in development of personal skills of employees. Mentoring can also be an effective way of reducing the differences that arise out of diversity in the organisation. Such mentoring programs have proved to be especially effective for the women in organisations. In addition mentoring helps the employees gain confidence, experience and skills. Organisations train the mentors belonging to various groups. This is specifically meant for meeting the purpose of utilising the existing diversity to the benefit of the same. Also, mentors from different groups would be useful for bringing forth the problems arising from the differences and to know how adjustments can be made for utilising the differences. It not only accounts for one of the most cost effective ways of training men but also enhances relations among staff and hence their performance and productivity (Monash University, 2003). Policy-oriented analysis of the theme The research aims to bring about a relation between the managing cultural diversity and its impact on the organization. For this purpose it conducts a primary research on a random sample of 50 employees in an organization. A questionnaire has been developed for the purpose (Please refer appendix). The questions framed would mainly cater to bring out the effects of management of cultural diversity in the organization. Research Findings and Analysis The results following from the questionnaire method revealed a number of facts about the management of cultural diversity and their impact on the organization. According to the response for the first question, 80% of the employees have shown positive response. This reveals that cultural diversity is regarded as fundamental aspect considered by the organization. This is evident from the fact that majority of the managers engage themselves in management activities. It is also revealed that managers greatly involve themselves in changing systems and processes in order to make them more accessible and equitable. The above fact shows that management takes active interest in the managing diversity to direct it towards the progress of individual outputs and performance. It is also the employees spend much of their time in engaging themselves in exchanging ideas and interests with individuals from other cultural and ethical backgrounds. 70% of the employees questioned have shown positive response to the above fact. This shows that much of their time is spent in exchanging of ideas of mutual interests. This helps in reducing the cultural gaps, enhance communication and problem solving and exchanging ideas which adds to the growth process. The research also reveals that the organization undertakes extensive coaching to employees for equipping them to handle problems due to diversity. Most importantly, the organization tries to induce in its employees that diversity has significant advantage towards business performance and productivity. Based on the above findings and analysis, the project has concluded the impact of diversity on individuals and organizations. Moreover it also provides a recommendation of the tools for improving the diversity climate. Impact of Cultural Diversity on individuals and organizations Leaders and supervisors play an important role in understanding cultural diversity and its impact on the organization because of the numerous changes that take place within the cultural makeup of the same. Cultural diversity is defined as the representation of people with “different group affiliations of cultural significance” (Moon, 1997, p.16) in a single social system. Following is a conceptual model which presents the impact of cultural diversity in an organization. Figure 3: Interaction Model- Impact of Diversity on the individual career outcomes and the Organisational; Effectiveness (Source: Moon, 1997, p.16) The model treats the group identities in a very unconventional way. It shows that the group affiliations of an individual like gender, age, and race can be analyzed in three levels, i.e., individual, group or intergroup and organizational. As per the model, the above factors interact with each other which influence the individual outcomes which consequently influences the outcome of the organization. It is crucial to determine the perception of individuals about the jobs and about their employers. It is seen that if individuals have a favorable perception about their jobs and their employers, they would contribute more meeting the organizational objectives and goals. Among some of the other effects, problem solving processes, communication and creativity are also significantly affected through diversity (Moon, 1997, p.17). Tools for the improvement of the diversity climate The first tool that is recommended is empowerment. Empowerment is essential for making of effective and quality decisions. The organization must encourage all to contribute towards the process of decision making. In applying the empowerment in the diverse organization it is recommended that the more organizations trust someone, the more other individuals show trust on him and also tries to be more trustworthy. Implementation of diversity training programs is also crucial for making the people more aware about the pertinent issues of diversity. Supervisors and leaders must have the relevant training in understanding a diverse workforce. The trainings are primarily meant for setting the stage to implement practices and policies for shaping people’s behaviors. Training is used for breaking down the stereotypes and also reduces prejudices. Mentoring initiatives can also be undertaken in organizations through the implementation of mentoring programs. Mentoring would provide the challenge, support and recognition to employees which would help them shape their future. Moreover, networking is also an effective tool for managing a culturally diverse workforce. It can also be used as a medium for solving problems which take place in the organization due to cultural, heritage or other differences (Moon, 1997, p.17). Implementation of workplace diversity programs Implementation of workplace diversity programs firstly requires being familiar with the business and its operations. It also requires great understanding of the legal framework surrounding the workplace diversity. It is also mandatory that organisations have complete knowledge about the issues of diversity and research. Knowledge about the best practices, policies and procedures are some of the prerequisites of implementing the programs. The workplace diversity coordinator plays a significant role in this regard. He must have strong liaison skills, strong analytical skills, and management and communication skills too. The diversity coordinator must also have strong personal commitment towards the workplace diversity principles (Commonwealth of Australia, 2010). After the external factors are considered and the program is approved by the top management, it is to be implemented. It is crucial that all employees are informed about the program and are given the chance to provide their opinion of how it can be implemented in their place of work. The managers might also require training on their responsibilities which would make them confident about implementation of the strategies (Commonwealth of Australia, 2010, p.8). They can also face resistance while implementing the programs, which includes the requirement to sustain energy and interest, changes in the key employees, resistance from the managers as they would be likely to feel the pressure of line responsibities, and changes in the environment. Useful responses would include target discussions, review of the program, ensuring constant support from the senior management and establishing network of diversity champions or publishing the success stories (Commonwealth of Australia, 2010, p.8). The next step would include monitoring progress of the program. Monitoring the progress reveals the requirement for adjustments in the program and ensuring its success and relevance. Measurements might include changing the profile of the employees like his level, employment status, patterns of recruitment and retention, and adopting training and flexible work arrangements. Monitoring can also be done using staff surveys. Among other indicators are the absenteeism rates, number of complaints for harassments that are related to diversity. Monitoring could necessarily include making of progress reports and sending them to the senior management. The finally the program requires evaluation. Evaluation would reveal the effectiveness of implementing the diversity strategies and assess the reason for particular outcomes. The data which was collected during the phase of planning can now be compared with the data collected for evaluation. Both the quantitative data as well as the people’s perceptions collected during the survey would help in the assessment of the effectiveness of programs. The results arising would be useful for making modifications in the strategies already existing or in the development of new strategies. Building an organisation which utilises the diversities effectively is a continuous process. The senior management requires making regular assessments about the way the organisation has been faring with regards to legal obligations and performance indicators. Only establishing the diversity programs is not enough. Proper evaluation and regular assessments and reporting of the outcome and effectiveness of the programs are some of the key components of the success of the same. Recommendation and Conclusion While doing the project it was found that workplace diversity is a critical component in the organisation which can be utilised to its benefit. Increased demographic changes and evolution of the global market has been some of the factors which have increased differences in societies. This gets reflected in the organisation recruiting people of the society. People entering the organisations are hailing from different cultural backgrounds demonstrate different lifestyles. It is up to the organisation to effectively utilise this diversity. In fact organisations implementing effective diversity management programs have shown greater and better financial performance than organisations without such programs. However, diversity programs may confront with major challenges. Firstly encouraging a diverse culture might increase the chances of disuniting the workforce. This might spoil the relationship among employees and hamper the efforts taken by the management to enhance employee relationship in the organisation. However the programs are effective in strengthening the relationship of the organisation with the surrounding community. It is also effective in enhancing and attaining employee involvement on improvement of the qualities of products, services and programs. It is recommended that before implementing the program thorough knowledge of the business environment and its operations is collected. Moreover the programs must have the complete coordination of the senior management without whose involvement; success of the programs would not be possible. It is also important to gain the confidence of the people in taking active participation of the programs. All kinds of apprehensions must be removed from the minds of people and they must be made to understand how the programs would add to their benefits. Most importantly it is recommended that their views are valued with regards to the issue and their suggestions are also considered with due respect. Lastly it must be ensured with utmost care that the programs yield the best results. This can only be possible by constant evaluation and monitoring. Any loopholes must be removed through adjustments and corrections even if it involves greater costs to the management. If the data collected before the program and that collected after the program do not show signs of improvement alternate strategies must be developed or the present strategy must be altered. In other words, the program must be aimed to attain organisational performance and productivity. Through the process of constant monitoring and evaluation only the programs can be taken towards success. Reference Cornell University. (2010). Workplace Diversity. [Online]. Available at: http://www.ilr.cornell.edu/library/research/subjectguides/workplacediversity.html. [Accessed on April 18, 2011]. Commonwealth of Australia. (2010). Guidelines on workplace diversity. [Pdf]. Available at: http://www.apsc.gov.au/publications01/diversityguidelines.pdf. [Accessed on April 18, 2011]. Cox, T. H. (1991). Managing Cultural Diversity: implications for organisational competitiveness. [Online]. Available at: http://www.jstor.org/pss/4165021. [Accessed on April 21, 2011]. Ernst, E. & Yip, J. (2008). Bridging Boundaries Meeting the Challenge of Workplace Diversity. [Pdf]. Available at: http://www.ccl.org/leadership/pdf/publications/lia/lia28_1Bridging.pdf. [Accessed on April 18, 2011]. Johnstone, S. (2009). Equality and diversity training - an EOR survey. [Online]. Available at: http://www.eortrial.co.uk/default.aspx?id=1117631. [Accessed on April 18, 2011]. Joshi, A. & Jackson, S. E. (2003). Managing workforce diversity to enhance cooperation in organizations. [Pdf]. Available at: http://www.rci.rutgers.edu/~sjacksox/Publications/ManagingWorkforce.pdf. [Accessed on April 18, 2011]. Monash University. (2003). 2011 Mentoring Scheme for Women. [Online]. Available at: http://monash.edu/equity-diversity/women/mentoring-scheme-information-for-supervisors.html. [Accessed on April 18, 2011]. Moon, M. M. K. (1997). Understanding the Impact of Cultural Diversity in Organisations. [Pdf]. Available at: http://www.au.af.mil/au/awc/awcgate/acsc/97-0607c.pdf. [Accessed on April 21, 2011]. Plymouth Hospital. 2011. Equality and Diversity. [Online]. Available at: http://www.plymouthhospitals.nhs.uk/ourorganisation/equalityanddiversity/Pages/Home.aspx [Accessed on April 18, 2011]. UCSF Human Resources. (No Date). Chapter 12: Managing Diversity in the Workplace. [Online]. Available at: http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/. [Accessed on April 18, 2011]. Wentling, R. M. (No Date). Diversity Initiatives in the Workplace. [Online]. Available at: http://vocserve.berkeley.edu/CW82/Diversity.html. [Accessed on April 16, 2011]. Whitehouse, G., Haynes, M., MacDonald, F. & Arts, D. (2007). Reassessing the ‘family friendly workplace’: Trends and Influences in Britain, 1998–2004. [Pdf]. Available at: http://www.bis.gov.uk/files/file40754.pdf. [Accessed on April 18, 2011]. Appendix Questionnaire Name: Age: Gender: Designation: Part A 1. Do your managers in engage in discussions about diversity with employees? 2. Do managers suggest changes in the systems and processes in order to make them more accessible and equitable? 3. Do employees I spend time (e.g., lunch, breaks) with the people who are from different cultures and backgrounds or are different from each other in a variety of ways? 4. Does the organization provide coaching how to deal with problems related to diversity? 5. Does your organization explain the business advantages for effectively dealing with diversity? Part B 1. Explain the ways in which diversity is managed in your organization? 2. Have you experienced any change in performance after management of diversity? 3. Has your organization productivity improved with the implementation of management diversity programs? Read More