Globalization and Diversity in Human Resources Development - Literature review Example

Running: Globalization and Diversity in human resources development Student’s Name: Instructor: Course Code and Name: Institution: Date the Assignment is due: Globalization and Diversity in human resources development Introduction Globalization in the 21st century is causing an impact on the majority of world’s economies is changing many elements including the way of operation of the respective organizations. Global competition is on a high forcing the HR management to make up new ways of operation and transform to suit with the global demands. Globalization is also causing a continued existence of culture diversity in many organizations (Stephen et al. 1994; Ronald, 2006). This paper draws from literature reviews of adult learning principles in the landscape of Knowledge management to evaluate HRD interventions critically experienced to cope with the globalization demands. The paper addresses mainly the changes, which arise in the human resource departments in organizations following globalization with respect to organizational issues including motivation, learning principles and changes in training program. As a high school teacher in boy’s school in Saudi Arabia there is, a lot derivative of what globalization is doing to the human resource development in my organization. As Grieves (2003) says, a sizeable impact felt by organizations because of globalization in the changing cultural environment is HRD restructuring. My school has experienced this impact a great deal. This intervention has featured in my organization’s HRD distinguishing implication to the HRD activities. Lately last year and in the begging of this year, my school HRD expanded assignments, new roles, and corporate culture, overseas posting, changing the rewarding system of the school owing to the pressures from the global trend in schools. Cultural diversity is also exhibiting consequential effects in my organization HRD by affecting teachers of the organizations in their respective tasks. Because of the high integration of diverse cultures in my organizations, teachers experience exposure to varying types of cultures a singularly common phenomenon in everyone within the. It has been so difficult for me together with fellow teachers to cope with teachers from all corners of the world. The HRD has introduced new teachers from foreign countries to teach in different departments. Interventions in the HRD feature in several ways with my school sending their managers abroad to acquire new managerial skills and at the same time learn new ways of workplace interactions and in processes increasing their efficiency and ability to manage different cultures. It has been a different case in my organization because the managers have introduced new managerial approaches. This is what effective HRD should practice in respective organizations (Delahey, 2005; Senge, 2006; Sheila et al. 1998). With the increase in competition many companies are been forced to produce products with an aim to satisfy almost all cultures, in so doing the people at the work place are made to learn new technologies. Some of them might be forced to compromise their cultural beliefs (Michael, Marquardt & Berger, 2004). With regard to the cultural diversity and its impact on HRD, there is an evidence of the changing nature of the work force. From my organization, this is a cause of meaningful impact on the policies change, practices, and values because of the change in nature of work. One big thing about the changes is the introduction of more women in the teaching practice. Some images are idolized in some cultures and if used in the work place can affect people from this cultural background (Ronald, 2006). Delahaye (2005) adds that the cultural make-up of organizations today is experiencing refurbishments forcing the leaders in the HRD imperatively to understand the vibrant cultural diversity as well as how it affects their organization. Cultural diversity refers to the perpetual representation, in a particular social system, of individuals from distinctive affiliations in a different group of cultural significance Grieves, 2003; Senge, 2005; Michael et al. 2004). This issue has been in the work place for over decades in the human resource departments. It is a bone to chew for the human resource departments to ensure that it does not affect the organizations negatively but that the organization uses it to benefit the organization positively. My organization has also featured many changes in the task development especially with the introduction of new technology. Senge (2005) reflects that because of globalization, the changing nature of the economy and global competition has forced HR management to be an experience some transformation. High technological development is a normal feature in the modern-day organizations. This is bringing in different cultures in the way, of work and relations, much of it has become easier and, therefore, cultural relativism has dwindled becoming of no use in organizations because it discourages and affects integration within organizations (Stephen et al. 1994; Ronald, 2006). It is very evident from my organization that the teaching practices have changed and new teaching methods including computers and white boards. My organization’s culture faces a problem of integrating with other useful cultural practices that when used well could be of help for people at the work place. The positive attributes include easy problem solving techniques relevant in organizations (Ronald, 2006). With globalization and the existence of a diverse culture there have been some noteworthy implications as well as challenges that the HRD have to deal with. Delahaye (2005) argues that to endure the pressures of the 21st century HRD in organizations must become accustomed to a global mindset as well as transform leadership to be competitive globally. In other words, the organizations including their leaders must learn the approaches of managing transformations in culture diversity within and outside the organization. Grieves (2003) adds that if organizations do not conform to such changes, they risk losing their competitive edge (Mezirow, 1984; Morgan, et al. 2004; Mondy, 2008). Arguing from this point of view, my organization is facing challenges because many schools have come up and there is high competition calling for changes in policies and the cultural make up of the organization. Last year, we lost 200 students to a neighboring school because it has introduced computer classes and this forced our HRD to adopt the same. Senge (2006) reflects that while appreciating the fact each cultures has different expressions and identity and common similarity with others most of the time this might affect the efficiency of people at the work place as people are always on a look out not to infringe on other people culture right (Delahey, 2005; Senge, 2006; Sheila et al. 1998). Cultural pluralism is tremendously prominent in any working environment and affects the HRD in organizations as it integrates cultures and this is only possible if every group involved is in a position to express their interests socially, economically and politically and in doing so, each member should be able to satisfy his basic need i.e. food, shelter, and clothing. If one of this happens to lack then even his output at the work place, is compromised. Lack of knowledge on different cultural practices leads to disrespect of each other at the work place thus affecting the productivity. Racial ethnicity is also affecting my organization in this year. We are 10 black teachers compared to 20 whites and this is forcing the HRD to adopt means of cohesion. Sheila et al. (1998) describes a conceptual model that shows the impact of cultural diversity changes in any kind of organization. Due to globalization, there have been considerable changes in culture diversity relating to issue on racial ethnicity, gender, nationality, age as well as other areas of diversity in creating the model and explaining how it works (Stephen et al. 1994; Ronald, 2006). The culture diversity model shows that individual group affiliations for instance age, race and gender analysis can happen in three levels including individual, group and organizational (Senge, 2005; Michael et al. 2004; Grieves, 2003). The analysis of the three collectively defines the culture diversity in an organization, which is of the essence in determining the state of changes in the HRD of the respective organizations. This cultural climate in my organization is tremendously weighty, and it influences the HRD as well as teachers. The major effects experienced from these effects in my organization as reported by the HRD include productivity and work quality. Because of some level of discrimination, my organization’s HRD is facing challenges because black teachers are having problems in their work as whites are discriminating against them. The two are known mostly as motivated or brought down depending on the state of the culture diversity in a particular organization. From Shaw et al. (1999) a set of group, individual and organizational factors end up interacting in a given organization, therefore, influencing individual outcomes and in turn, influencing organizational outcomes. Additionally, individuals as well as organizational outcomes develop influences on the affective outcomes and other achievement outcomes. Cox definition of affective outcomes is how people think and feel about their positions and jobs within the organization as well as the feelings they have towards other people in the same working environment (Senge, 2005; Michael et al. 2004; Grieves, 2003). It also includes the belief that the individuals hold about the present opportunities within the working environment. It is apparent that when individuals feel valued in any given organization, they dearly commit themselves in contributing more to attaining the goals of the respective organization. In defining achievement, Grieves (2003) says it is the tangible measures, which are in theory the indexes of the contribution of the employee to a given organization. Some of these measures include ratings in employee performance and promotion rates. Therefore, in understanding the organizations diversity climate predictions can be possible on the effects on individual outcomes as well as effects of organizational effectiveness diversity. The changes in cultural diversity have brought in more changes in processes within the work place for instance problem solving, communications. The HRD must appreciate that the respective processes are essential in any given organization with changes in culture diversity either complementing them or providing challenges that are hard to overcome. Mezirow (1984) goes further in defining culture diversity in primary as well as secondary dimensions in order to analyze the effect of changes in HRD within organizations from a broad perspective. From the primary dimensions, changes in culture diversity features in terms of age, ethnicity, physical abilities, gender, race, as well as sexual orientation (Mezirow, 1984; Morgan, et al. 2004; Mondy, 2008). The primary dimensions of diversity in any given organization have been in the limelight changing drastically because of the globalization process as it features in organizations. The dimensions shape the individual’s basic self-image and his fundamental worldview (Senge, 2005; Michael et al. 2004; Grieves, 2003). This means that the individual changes the perceptions of the work place including the tasks mandated to do and the people around him. Additionally, the dimensions influence work groups in respective workplaces as well as the society in general either negatively or positively. It is becoming one of the biggest challenges for the human resource department to handle the issue of change in culture diversity forcing them to change approaches. It has also been a hard time within my organization because there is a problem in problem solving among the teachers and subordinate staff. Recently, the introduction of a systemic teaching program has made it difficult to solve problems of lateness and responsibility. Problem solving within the work place where there are diverse cultures, provides different perspectives, more critical analyses and a lesser probability of groupthink (Delahey, 2005; Senge, 2006; Sheila et al. 1998). It is indispensable for the groups to understand the respective differences within the members of the respective group. Otherwise, the individual group may develop conflicts in the pursuit of solving the emerging problems. Creativity is of the essence in such circumstance enhanced by the diversity of the group (Stephen et al. 1994; Ronald, 2006). Culture diversity also affects the approaches of making polices within organizations at the work place. The HRD faces considerable challenges in making these polices because of the transformation in the global field. The only way out for the HRD is to make the policies in a way that they encompass the divergent believes of diverse cultures within the organization (Shaw et al. 1999; Knowles, 2005). If ignored, the HRD risks mistrust and a sense of inequality developing in the work place. The cultural group left out in policymaking goes against the organization and might lead to a halt of operations within the work place. The lasting solution for the HRD under such circumstances, is to trickle down the recourses in educating the employees in the organization’s policies ensuring efficiency at the work place and avoiding emerging conflict due to improper interpretation of the same (Delahey, 2005; Senge, 2006; Sheila et al. 1998). If equality and cultural freedom are not exercised in the work place, it might lead to uncalled for strikes, go-slow and other lawlessness or even worse a culture clash. With globalization, many companies and organization are investing a lot of money and recourses in educating their managers on cultural diversity throw exchange programs. Following a shift in my organization’s location, it has been difficult for the HRD to adapt to new strategies of fetching for students and teachers. Secondary dimensions of cultural diversity including geographic location, educational background, income, religious beliefs, marital status and work experience are also affecting my organization a great deal. These changing dimensions are relative to the work place because they affect teacher’s self-esteem including the self-definition of their role as a teacher. (Senge, 2005; Michael et al. 2004; Grieves, 2003). It is apparent that the dimensions in diversity are not exact because there are other individual influences affecting the individuals at the work place and determining the result of the effect. The same individual influences have been changing more within work places and human resource departments feature strategies to deal with the same. These strategies include providing an appropriate environment for work to prevent turnover due to instability at the work place. Grieves (2003) argues that there is also need to recognize the contributions of individual members so; the respective individuals develop a will to share the espoused creative ideas among other members in the group. Finally, the element of communications poses at times as an enormous obstacle to diverse culture. The communication differences relating to culture at times become the foremost source of group’s misunderstandings, therefore, ultimately lowering workgroup effectiveness, which is essential in any work place. Globalization is also espousing on racial ethnic groups in many organizations because it draws people from all corners of the world in particular organizations. Culture differences can affect the HRD because it affects the work distribution in the work place. For example in some cultures, women cannot work (Delahey, 2005; Senge, 2006; Sheila et al. 1998). Communities with culture absolutism might hinder those considered minority in the society developing their skill at the work place, clear example can be those of racism and in some cultures hierarchy systems. Personal identity and self esteem will be dictated by his association with other of his own culture or different if it happens that a particular cultural practices and believes affects ones identity, his efficiency will also be affected (Hatcher, 2002). Ronald (2006) says that the HRD do not have boundaries in the modern era on who should work in particular organizations, therefore, they face a challenge of ethnicity in the work place all in an attempt to enhance cultural diversity. Prejudice and Stereotyping activate in many organizations following the phenotype established through cultural diversity in organizations (Stephen et al. 1994). Individuals tend to categorize fellow work mates as distinct, therefore, widening the gap between individuals at the work place. In bringing in cohesion, the HRD has to go an extra mile and introduce equitable treatments and appreciations within the work place if the organization is to thrive well in a competitive world. One of the impacts of globalization is restructuring, to relate to HRD. This is mostly evident in issues related to the loss of jobs, expansion of assignments, new roles, overseas posting, corporate culture, changes in rewards among others. In discussing culture diversity and its change because of globalization, it is indispensable to look into some of the factors behind the diversity and analyze the effect they bring forth. Identity is one of diversity in cultures of an organization that could influence the climate at the work place following a change (Shaw et al. 1999; Knowles, 2005). A group identity is generally a personal affiliation with particular people that one shares particular things. Identities of such kind are central to explaining how changes in cultural diversity influence behavior, in organizations (Senge, 2005; Michael et al. 2004; Grieves, 2003). Grieves (2003) adds that the definition we ascribe to ourselves basis on the group affiliation. For instance, an individual may think of himself as an air force officer, meaning that this will be his group identity. This plays quite a momentous influence of the individual’s definition of himself and the way others see him. With such diversity of cultural identity, shapes the self-esteem as well as personal pride in individuals, therefore, bringing down the cohesive affiliation between groups. This makes it exceedingly difficult for the HRD to conceptualize the approach appropriate in enhancing cohesion between individuals. My organization’s HRD is facilitating a programme to help teachers and the school’s staff accommodates the new changes due to cultural, demographic changes, dual income, and equal employment opportunities. Diversity of cultures brings about a diversity of talents as well as skills in the workplace (Shaw et al. 1999; Knowles, 2005). This is what the HRD should appreciate in dealing with diversity of cultures in a work place and promoting teamwork in the organization enhancing it even more as people are in a position of borrowing the positive attributes of other cultures (Hatcher, 2002). The diversity in culture makes a positive contribution to the human resources development because people are in a position of exchanging ideas. Therefore, they reduce the task of training in as far as the HRD is concerned there is also a positive contribution to the issues that are related to changes in motivation, learning principles and changes in training programs to suit the diverse workforce, careers shift and organizational culture. Hatcher (2002) says that there is a number of considerations that result to the deduction of the fact that globalization may be consequential to the diminishing of the cultural diversity. The corporations on international standards are known for promoting a consumerism culture. This implies that the standard commodities that are promoted by the campaigns in the global marketing are responsible for the exploitation of the fundamental material desire resulting to the creation of lifestyles that are similar. The current day institutions have a rationalizing thrust that is inherent, that resulted to increases in the level of efficiency of the human efforts as they also become more controllable, predictable as well as exemplified (Hatcher, 2002). Conclusion The HRD in the 21st century will have to appreciate culture diversity brought in by globalization across the boundaries because this is responsible for the creation of a situation of the creation of culture mixes in distinct places as well as practices that are consequential to pluralism. This is evident from my organization as it is deriving a change in HRD following changes in the global arena. There is a sizeable difference in the process of the occurrence of cultural flows in diverse spheres whose origin basis on a variety of places (Senge, 2005; Michael et al. 2004; Grieves, 2003). The spread of diverse ideas and integration of cultures is responsible for provoking the reactions as well as the resistance otherwise implying contestation. This is affecting the human resource departments in different ways depending on the level and the type of influence. The global norms as well as the practices have got different interpretations based on the locality of the tradition. The HRD in all organizations need interventions of different kinds because culture diversity has particularly been a momentous global value on itself and is affecting organizations differently. The promotion of diversity is a veritable intervention and a requirement for all HRD of organizations especially international organizations as well as movements, in addition to the institutionalization. It is equally of value for organizations to note that diversity in organizations is a component yardstick and the best approach leading to successful organizations. References Delahaye, B.L (2005). Human resource development: adult learning and knowledge management. Milton: John Wiley &Sons. Grieves, J. (2003). Strategic Human Resource Development. London: Sage Publications. Hatcher, T. (2002). Ethics and HRD: a new approach to leading responsible Organizations. New York, NY: Prentice hall Knowles, M. (2005). The Adult Learner: the Definitive Classic in Adult Education and Human Resource development, Chapter 3 Mezirow, J. (1984). A critical theory of adult learning and education: Selected writings on philosophy and adult education. Ohio: Krieger. P. 123-139 Michael, J. et al. (2004). HRD in the age of globalization. Oxford: OUP Mondy, W. (2008). Human Resource Management. Tenth-Edition. New Jersey: Pearson Education, Inc. Morgan, H. et al. (2004). Leading Organizational Learning. California: Jossey-Bass A Wiley Imprint. Ronald, R.S. (2006). Human resource development: today and tomorrow. NY: Sage Shaw, J. et al. (1999). Human resource management. 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