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Workforce diversity and HR - Coursework Example

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The scenario evolves on the need for London Organising Committee of the Olympic Games and Paralympic Games Ltd (LOCOG) to present a case to management on the importance of workforce diversity and how HR can contribute towards LOCOG’s broader objective of diversity. …
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Download file to see previous pages An overview of LOCOG indicates that it is a temporary organization established in 2005 for the ultimate aim of delivering the most challenging international project to the standards required by the International Olympic Committee through the defined time frame culminating on the 27th of July, 2012. Due to the disclosed need to live up to the worldwide expectations associated with the global brand of the Olympics, as host organization, LOCOG is expected to present a compendium detailing the importance of managing workforce diversity. Likewise, as HR Manager of LOCOG, one is tasked with presenting ways by which HR can significantly contribute towards the organization’s broader objective of diversity. Therefore, the current discourse used three specifically identified articles written by Shen, Chanda, D’Netto, and Monga (2009); McCuiston, Wooldrige, and Pierce (2004); as well as Mannix and Neale (2005) to present the crucial information supporting the need to manage diversity at LOCOG and to identify specific means by which HR can contribute towards the organization’s broader objective of adhering and complying with maintaining a diversified workforce. The compendium would initially present a brief definition of terms, specifically on ‘diversity” as seen from various authors’ perspectives. Then, the importance of workforce diversity would be expounded; prior to delving into HR’s contribution to LOCOG’s diversity goals. Definition of Terms To ensure that LOCOG’s management would be accurately informed on the crucial concepts, theories and applications on workforce diversity, it is pertinent that a definition of the term ‘diversity’ be presented and expounded. According to Mannix and Neale (2005), the authors agreed on using the definition cited by Williams and O’Reilly (1998), to wit: “any attribute that another person may use to detect individual differences’’ (p. 81). On the other hand, Shen, Chanda, D’Netto and Monga (2009) emphasized clearly that “workforce diversity acknowledges the reality that people differ in many ways, visible or invisible, mainly age, gender, marital status, social status, disability, sexual orientation, religion, personality, ethnicity and culture (Kossek, Lobel and Brown 2005)” (p. 235). Diversity therefore manifests and accepts disparities in cultural orientation seen to be a crucial factor in the successful performance of various contemporary organizations. In the situation of LOCOG, since the organization would be directly and closely involved in interacting and governing peoples all over the world, it is imperative that managing diversity within their workforce would embody the organization’s ideals and philosophies and form an integral part of their value system. Importance of Workforce Diversity The importance in managing workforce diversity has been greatly illumined by Shen, et.al. (2009) as it focuses not so much on “accepting that individuals are different but creating an atmosphere of inclusion and making a commitment to valuing diversity” (p. 236). From a review of related literature, Shen, et.al. (2009) cited the following benefits and advantages of supporting a diverse workforce, as summarized below: Provides opportunities of improving the quality of decision making through innovative ideas and offering superior solutions to problems (Australian Centre for International Business (ACIB), 2000; Mannix and Neale 2005). Provides a “better-quality solution to brainstorming tasks, displays more cooperative behavior, relative to homogenous groups, and can raise organizational efficiency, effectiveness and profitability” ...Download file to see next pagesRead More
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