Barriers and Benefits of Implementing an Inclusive Workplace Approach - Research Paper Example

Affirmative Action: Addressing the Barriers and Benefits of Implementing an Inclusive Workplace Approach The essay aims to address the barriers and benefits of implementing an Inclusive Workplace approach as asserted by Michelle E. Mor-Barak in her book entitled Managing diversity: toward a globally inclusive workplace. Affirmative Action: Addressing the Barriers and Benefits Of Implementing an Inclusive Workplace Approach Introduction A concept of purpose and a sense of direction strengthen an organization’s ability to survive in changing circumstances and environment. In organizations, large numbers of people congregate under one roof in a joint pursuit of purpose. The organization then sets itself up to harness the creativity of the people for maximum effectiveness. Business organizations have evolved through time and transcended barriers as a result of diverse factors including brisk technological developments that transpired within the last century. The systematic structures of enterprises unfold to reveal organizational growth in time, space and culture. Global organizations must be aware that the very nature and composition of their workforce is of significance to manage performance, particularly in the determination of marketing strategies. As the components and diverse perspectives of human resources in organizations pervade global organizations, the concept of inclusive workplace approach becomes increasingly significant. In this regard, the essay aims to address the barriers and benefits of implementing an Inclusive Workplace approach as asserted by Michelle E. Mor-Barak in her book entitled Managing diversity: toward a globally inclusive workplace. Inclusive Workplace Approach Mor-Barak (2005) averred that with global organizations increasingly embracing the concept of diversity in the workplace, an inclusive approach must incorporate internal and external factors that influence and affect its operations. As such, the inclusive workplace was defined as one that “(1) values and utilizes individual and intergroup differences within its workforce; (2) cooperates with, and contributes to, its surrounding community; (3) alleviates the needs of disadvantaged groups in its wider environment; and (4) collaborates with individuals, groups, and organizations across national, and cultural boundaries” (Mor-Barak, 2005, 8). The internal workplace approach was clearly depicted as a model that “bridges the worlds of social policy analysis and employer practice and offers unique insights into the role of the public and private sectors in forging a new future for todays workers” (Lambert, 2007, par. 3). The complexity of a diverse workforce on globalization as a process is seen as influencing and affecting various sectors of the targeted markets, including the global economy, social structures, political systems, the physical environment, and the national, organizational and global culture it ultimately reaches. Barriers and Benefits of Implementing the Inclusive Workplace Approach It was proffered by Mor-Barak that barriers and benefits exist in implementing the inclusive workplace approach in several levels of the workplace: level 1 (workforce), level 2 (community), level 3 (national environment) and level 4 (across national and cultural boundaries) (Mor-Barak, 2005, 225). Thereby, the barriers and benefits differ depending on the level of inclusive workplace the organization is perceived in. 1. Level 1 a. Barriers As indicated, in level 1, organizations focus on the effect of their policies, procedures and systems in achieving personal, professional and organizational goals. For this level, the following barriers were seen as affecting the workplace in terms of attitudes and behavior of both the managers and the employees, to wit: “discrimination, prejudice, and perception of threat to job security” (Mor-Barak, 2005, 233). To address these barriers, one organization linked bonuses from managerial performance to their ability to enhance workplace diversity. Further, the issue of communication as a barrier to workforce diversity comes in the light of the development of language as a means to enhance the growth of culture all over the world. Language facilitated the replacement and expression of behavior with concrete and concise messages. The concept of culture which incorporates language as one its critical elements has a rich theoretical background. Its definition, framework, interpretation and application differ according to perspective. Language and communication plays an important role in ensuring that all aspects of an organization’s policies, procedures, and operating details are relayed appropriately and effectively. b. Benefits Benefits of implementing the inclusive workplace approach are seen in terms of reaching both the individual and the organization. The individual benefits from the approach through “access to advancement and job promotions, improved income and benefits, and more decision-making power” (Mor-Barak, 2005, 233). On the other hand, the benefits of organizations come in the form of productivity and growth, substantial savings in terms of minimizing costs, and reflecting a positive image. Through diversity, individual workers are given the opportunity to learn from experiences of various cultures. They are exposed to diverse sources of creativity in problem solving. Further, challenges posed by diversity create positive environments for individual competition in terms of improving one’s skills and advancing competencies. These values enhance the accomplishment of organizational goals. 2. Level 2 a. Barriers The barriers identified in implementing inclusive workplace approach affecting the community level are focused mainly on the following factors: economic, focus on short-term vision, and lack of efforts in the part of the leaders to support and sustain long-term organizational goals. To address these, organizations must emphasize corporate values such as long term ethical client relationships; high productivity through teamwork to enable its personnel to remain confident in delivering high standards of service ensuring customer satisfaction. Kirby and Harter (2003) presented an appropriate conclusion regarding diversity and the bottom-line. They argued that “the dominant metaphor of managing diversity, with its emphasis on competitive advantage and a quick-fix orientation, has the potential to emphasize the concerns, values, and perspective of management while marginalizing the perspectives and uniqueness of diverse employees”. In this regard, its direct contribution to increased productivity and profitability is hereby validated. b. Benefits Individuals in organizations would gain training, mentorship and the ability to increase their services to the community. For organizations, the advantages are improved corporate image, enhanced recruitment from local community and immediate resolution of labor disputes, improved loyalty, and more pronounced social responsibility and involvement. Society is becoming more aware and demanding of the significance of business ethics in global organizations’ operations. Those firms who are perceived to operate under high standards of ethical and cultural values have the capacity to increase profits. Organizations who are committed to incorporate policies on diversity in the workplace have been proven to be successful in their endeavors. 3. Level 3 a. Barriers The barriers of this level focus of national and state collaborators’ inability to address disadvantaged populations’ access to welfare programs, prevent domestic violence, and promote a healthy environment for the youth. These barriers could be addressed in terms of strengthening policies and strategies to improve access to health and welfare programs at a wider population, especially the disadvantaged economic level. State and national legislators’ active involvement into promoting programs for the youth, minorities, and other racial and ethical groups through diverse social classes would assist in addressing concerns. Improvement in rates of employment is measures that the problem is being evaluated and measures are implemented to improve welfare of the identified disadvantaged class. b. Benefits Implementing inclusive workplace approach would be advantageous in terms of building positive image when treating disadvantaged groups. The benefits come in the form of improved performance and profitability for organizations, as well as enhanced social responsibility generating positive repercussions in terms of loyalty and patronizing products and services on a longer term. The value of training on ethical and cultural dimensions would enable managers and employees to increase awareness of the differences in ethical and cultural values and make them more appreciative of the diversity. In so doing, Cobb averred that “the manager will be able to interact effectively with people in the host country whether they are government officials, suppliers, customers, or the workers in the operation in the host country” (Cobb, 2000, 11). 4. Level 4 a. Barriers The barriers identified under level 4 (international collaborations) are those that focus on specific cultures. As Mor-Barak proffered, “the exclusionary workplace operates from a framework that is ethnocentric, competition-based, and focused on a narrowly defined financial and national interest” (Mo-Barak, 2005, 272). Measures to address this barrier would include a change in perspective by encouraging diversity. Organizations were found to attract and retain top talents since it promotes training and development of diverse potentials to contribute to a unified goal. According to Davis & Bryant (2008), “diverse environments also yield more effective collaboration and teamwork than homogenous teams. There are a variety of ways to solve a problem; leveraging the input of a diverse staff population helps organizations arrive at better decisions. You can’t underestimate the value of the creativity and ingenuity elicited from a team of varying experience, knowledge, and background.” b. Benefits Antithetical to an exclusionary workplace, the suggested approach by Mor-Barak focuses on pluralism, collaboration, and the promotion of global interests. By pluralism, it is defined as “an organizational culture that incorporates mutual respect, acceptance, teamwork, and productivity among people who are diverse in the dimensions of human diversity” (Maurice, n.d.). The benefits that organizations with an inclusive workplace approach on international collaborations are enhanced cross-national awareness in terms of factors affecting competition, cultural orientation, and factors affecting global operations increasing competitive advantage, building corporate image on a global scale, and improving financial performance, in the long run. Conclusion As concretely proffered by Lambert (2007), the discussion of Mor-Barak on the inclusive workplace approach highlighted that “the sources of meaningful differences among peoples may vary within and across workplaces, communities, and nations, there are common reasons and strategies for structuring workplaces for inclusion, that is, for minimizing the negative consequences of individual, and inter-group, differences” (Lambert, 2007, par. 4). The essay achieved its objective of addressing the barriers and benefits of implementing an Inclusive Workplace approach in four levels: the workplace, the community, the nation state, and cross-nationally. By increasing awareness on the issues pertaining to managing diversity in the workplace through the identification of challenges and benefits on the inclusive workplace approach, one is accorded the privilege to apply theoretical concepts to situations necessitating the appreciation of diversity in global organizations. References Cobb, S.L., 2000. A Survey of Ethics and Cultural Dimensions of MNCs. Retrieved 25 October 2010. Davis, A. & Bryant, P., 2008. Thrive Through Diversity: Diverse Teams Outperform Homogenous Teams — Every Time. Retrieved 24 October 2010. Kirby, E.L. & Harter, L.M., 2003. Speaking the language of the bottom-line: the metaphor of "managing diversity”. Retrieved 25 October 2010. Lambert, S.J. (2007). Michalle Mor Barak, Managing Diversity: Towards a Globally Inclusive Workplace. Retrieved 25 October 2010. Maurice, V., undated. How to Recruit and Hire a Diverse Workforce. Retrieved 24 October 2010. Mor-Barak, M.E. (2005). Managing diversity: toward a globally inclusive workplace. SAGE. Read More