Type of Diversity Management - Essay Example

Diversity Management in Organizations in Europe Introduction In the 21st Century, most societies are made up of persons of different backgrounds and social groupings. Four hundred years ago, there were predominantly three classifications of people each living on one of the three major continents of the world. However, after the European explorations which led to international trade and commerce, different forms of interactions have occurred between and amongst people. There are people of mixed racial origins and there is the osmosis of various cultures and traditions across the globe. The interaction of peoples of different groups and origins have not been free of conflict and violence. There have been numerous abuses and struggles that resulted directly from the interaction of people of different backgrounds in nations around the world. This led to different forms of wars and other civil uprisings around the globe. Notable amongst them is the American Civil Rights strive that abolished segregation and instituted equal rights in America. In Europe, the differences in ethnic groups and nationalities culminated in the Two World Wars and the redrawing of the borders of nations and peoples after the Second World War. The next phase of diversity in Europe was the immigration of people from different parts of the world into Europe. These minorities became significant and the need to include and respect such persons became imperative over the years. Equal rights and legislation exist everywhere today but discrimination exists in most work places (Barak, 2010) p235). This means that although there are numerous effort to recognize the various minorities around the globe, there are still a lot that need to be done to ensure that the various social groups are recognized and respected duly in organizations. “In response to promoting diversity in the work place and the world, many companies have instituted specific policies and programs to enhance recruitment inclusion, promotion and relation of employees who are different from privileged echelons of society (Barak, 2010 p235). This refers to the fact that most have made conscious efforts to respect the rights of minorities and less included persons through policies and programs that are designed to ensure that there is the inclusion of people of all backgrounds in work environments around Europe. According to Subeliani & Tsogas (2005), there are various policy-making and academic debates that affects and determine the growth of diversity management in Europe. However, these debate do not come out in a structured form. They are often laid out in a fire-fighting approach. Due to the informal nature of diversity management in the corporate sector, there is a high level of variations and potential for laxity amongst organizations around the world. This paper takes a close look at the idea of diversity management in organizations in Europe. It looks at what diversity management means and how it operates in the European context. The paper examines the contexts of diversity management in two European Union nations, Italy and the Netherlands and identifies the causes and drivers of integration of diversity management into organizations. Diversity Management “Diversity management is the latest development in a sequence of strategies which aims to get excluded minorities better representation in employment” (Wrench, 2007 p3). In other words, diversity management is some kind of conception that enables businesses to ensure that the idea of equal rights spreads into the work environment. It therefore includes a series of long term visions and means to ensure that minorities get employed and remain happy and productive with organizations within nations where significant majority groups have traditionally been in control and in charge of affairs. Diversity management ensures that people of different backgrounds and social origins come together to create a productive organization that is able to to serve society better. Konrad et al state that diversity management entails the incorporation of individual identities into the organisational culture (2006 p312). Wrench goes on to identify the primary dimensions within which minorities are defined in various parts of the world. They include: 1. Age 2. Ethnicity 3. Gender 4. Physical Abilities/Qualities 5. Race 6. Sexual/Attachment Orientation (Wrench, 2007 p8) Age refers to the various age brackets and classifications of people in a given community. In other words, there are some age brackets that might form the majority of an organization. As such, there is the need for minority age groups to be integrated appropriately and made to work efficiently and effectively to promote the organization at hand. Ethnicity refers to the racial and social origins of groups of people. In other words, there are some majority ethnic groups in every nation and this often reflects in the work environment. However, due to the idea of migration and existence of smaller and less dominant groups in societies, there is the need to take reasonable steps to ensure that such persons are accepted and included in the make-up of given organizations. Gender based diversity concern is deeply related to the idea of certain jobs being strictly reserved for certain genders. Due to the tendency of women to be identified with more domestic and less dangerous or stringent jobs, there is an inclination in most societies to segregate jobs according to gender. Thus, most women are not allowed to carry out blue-coloured jobs like labourer work, dangerous security work and other stressful jobs. On the other hand, some jobs like paediatricians, dentists and others are often reserved for women since they are seen to be domestically involved. This kind of mindset lends itself to discrimination. It is therefore necessary for businesses to take steps to ensure that this kind of discrimination stops. Physical abilities refer to the health or physical make up of a given person. Although most people might have certain health status in a given nation, there are some people who might not live up to the common standards. However, such persons also have the right to earn a living. Since the use of objective standards are likely to lead to unfair treatments of people challenged physically or healthwise, it is imperative on organizations to find ways and means of ensuring that disadvantaged persons are included and nurtured in organizations. Race refers to the skin colour and features of people. There are those people who are significantly different from majorities. However, if it is legal for such persons to live in a given society, they should be considered for jobs. So there is the need for organizations to make conscious efforts to include such persons. Finally, there is the tendency to discriminate against people based on their sexual preference. It is therefore important for diversity management to be put in place so that the rights and expectations of such persons are honoured in the workplace. Most of these diversity issues come about as a result of stereotyping and the unfair treatment of people in these groups (Davidson & Fieldman, 2004 p82). “Diversity management involves a strategic organisational approach to workforce diversity development, organisational culture change and empowerment of workforce” (Arredondo, 1996 p17). This means that diversity management involves the incorporation of diversity issues into the longer term and organisational vision of the organisation. In this wise, it refers to the conscious effort to ensure that there is diversity in an organisation and the culture of the organisation is one that embraces people of all backgrounds and origins. Organisational diversity management also entails an effort to empower people of minority groups and ensure that such persons can work independently and productively to ensure that the organisation attains its vision in the light of these efforts to promote diversity. European Context In the European Union, several activities and efforts have been made to ensure that diversity management becomes a key part of the operations of organisations (Wrench, 2007). These efforts are often based on the American model of diversity management which has been seen as a widely successful way of including African-Americans in the development of the various institutions in the public and private sector of America (Wessendorf, 2010). Egan and Bendick (2003) studied diversity issues in companies in the United States and the European Union. They identified that internationalization was the main cause of diversity management in the European Union. This is because more American businesses made investments in European firms and this required the observance of high diversity standards. However, the competitive, demographic, legal and political situation of the European Union make the institution of diversity management a bit challenging in Europe. Due to this, most European diversity initiatives are modified to suit employers' strategic objectives. This is probably because the sense of belonging in America might not be as pronounced as it might be in Europe (Egan & Bendick, 2003). In Europe, the idea of intercultural management is taught widely in schools and many academic and research centres are committed to its advancement (Wrench, 2007). Popular European theories on intercultural management have been formulated by academics like the Dutchman, Geert Hofstede and Fons Trompenaars which provide a model within which management can be carried out across different cultures and social backgrounds. Most European businesses are influenced by the internationalisation of businesses which has seen numerous international shareholdings in recent years. Due to this, European businesses are encouraged to use diversity management as a means of best practices. Also, the United Nations' International Labour Organization has laid certain foundations and minimum standards with respect to diversity management. These standards guarantee the rights of minority workers who are discriminated against in terms of race, sex, ethnicity and religion. This therefore means that organisations are compelled to include clauses and rules that ensures that such persons are protected in businesses throughout Europe. In 1995, European nations signed the Joint Declaration on the Prevention of Racial Discrimination and Xenophobia and the Promotion of Equal Treatment. This declaration ensured that businesses operated in a manner that was devoid of negative treatments of minorities and under-represented persons in businesses around the continent. Although this declaration is persuasive in nature, it provides the framework within which businesses must act and operate to keep their reputation. Also, the EU Charter on Fundamental Human Rights of 2000 provides that there should be six main things that must accrue to all members of the European Union (Gillis, 2006). These items include: 1. Human rights 2. Dignity 3. Freedoms 4. Equality 5. Solidarity 6. Justice & Citizenship Rights Due to this provision, all persons in the European Union are entitled to several basic rights which need to be honoured in all situations. Thus, for instance, it will not be possible for any corporate entity to deny basic rights of equality its citizens because they are minorities. This is because the EU Charter makes it clear that all human beings living in any member state must be protected with these basic and fundamental laws. The EU Charter on Fundamental Rights are sovereign. They take precedence over all other national laws. This therefore means that in the event a person feels aggrieved or is treated unfairly, he can always take an organization to court in his nation. If he feels unsatisfied about the decision, he can follow up to the European Court on Human Rights and he will be able to get justice. This charter therefore places an obligation on organisations to take appropriate steps to ensure that minorities are protected. This makes it imperative for diversity management principles and techniques to be instituted in organisations around the Union. Corporate legitimacy is one of the main prompters of diversity management in European companies (Clark, 2009). This is because a business is judged by its conscious effort to make the society a better place. Thus, most corporate governance elements sanction diversity management as a method of promoting the rights of minorities. This therefore leads to the establishment of pressure groups and policy centres throughout the European Union that are meant to promote diversity management. These diversity management policies and principles are meant to promote seven main things throughout Europe (Wessendorf, 2010 p18): 1. Reduce discrimination 2. Promote equality of opportunities. 3. Overcome barriers to fully participation in society. 4. Allow unconstrained access to public services. 5. Recognize cultural identities as opposed to assimilation. 6. Promote transparency and 7. Foster acceptance of ethnic plurality. Case of Italy Murgia and Poggio (2010) studied diversity management in Italy and how it has evolved over the past couple of years. They identified that the main reasons for the growth of diversity management include: 1. The growth of multinationals and the spread of international co-operation agreements which honour intercultural management. In other words, there has been numerous foreign investments from multinational companies, most of them from America. These companies require that businesses in Italy use diversity management techniques and tools to ensure that there is an all-inclusive nature of businesses in these nations. 2. Progressive feminisation of the labour markets: After careful studies of the role of women in the Italian labour market, the writers identify that the voices of women have increased tremendously over the past two decades or so. This has therefore called for the need for the recognition of women as a dominant minority in society and protect them from discrimination. Due to this, other minorities have also began demanding equal rights and fairness. This has put some pressure on the need to expedite such actions. 3. Increasing importance of knowledge in organisational diversification. This is because most media outlets and other think tanks and policy makers have advocated for the need to promote diversity issues. This has led to a general air of open-mindedness towards diversification of the workforce of organisations. 4. Demands by individuals organisations regarding self realisation and a better balance between work and personal life. Case of Netherlands The Netherlands continue to maintain homogeneous workforces in most places (Barak, 2010). However, the introduction of popular academic thinking and ideologies from the various research centres in the nation has induced the need for diversity management. Although the Netherlands has so many issues like stereotyping and racial prejudice, there have been numerous studies that have shown that there is a model that can work in such a nation. Kossek and Lobel (1996) identified a model that is widely used in the Netherlands to promote social acceptance in the work place and enhance diversity management. The model contains four main approaches which is adopted by most businesses to ensure this. These approaches are: 1. Diversity Enlargement Approach: This is an approach usually imposed upon organisations that are homogeneous by the Dutch government. Such businesses are encouraged to change the organisational culture through the inclusion of minorities. The belief is that recent employees from diverse backgrounds can successfully help to build a diverse work force. Thus, new employees are chosen from different backgrounds to ensure that diversity becomes an important issue in the operations of the company. 2. Diversity Sensitivity: This includes the promotion of productive communication and collaboration to ensure that diversity challenges are overcome. Thus, employees of businesses are trained so that they become more sensitive to the cultural differences of other minorities. Due to this, they improve collaboration and this helps improve performance in a diverse environment. 3. Cultural Audit: This involves identifying obstacles faced by employees of diverse backgrounds and modify them. This involves the audit of current practices through surveys and focus grouns and generate changes to address the deficiencies. The dominant belief is that majorities are the cause of most of the problems in organisations. This means that diagnosing the cause of diversity problems can lead to the proposal of solutions to overcome them. 4. Strategy for Achieving Organisational Outcomes: This involves achieving organisational goals through diversity management. Here, diversity management is incorporated into the human resource policy of the company. The company then makes choices and tries to involve diversity management in its longer term vision. Conclusion Diversity management is an important part of the development of businesses in Europe. Many companies are compelled to incorporate diversity management issues in their operations to ensure that they are considered legitimate and are not in breach of dominant laws in the European Union. The dominant European Union Laws influenced by United Nations Laws provide for the the need to ensure that diversities are protected from discrimination. In most parts of Europe, the growing numbers of minorities and the volume of foreign investment requires that organisations act to protect and respect the rights of minorities. This has prompted organisations to seek legitimacy by adhering the strategies and principles that promote diversity. Diversity management has now become a code of best practice. This is because the people charged with governance of businesses throughout Europe need to show the world that they preserve their legitimacy through the discharge of appropriate actions. This means that the people at the top of such organisations come up with strategies and visions that encompasses a wider section of society. Whereas the need for diversity management in Italy is induced by the increasing power of minorities, it appears that the government plays a proactive role by forcing organisations to ensure diversity management in the Netherlands. References Arredodo Patricia (1996) Successful Diversity Management Initiative London: SAGE Publication Barak Mor Michalle E. (2010) Managing Diversity: Towards a Globally Inclusive Work Place. London: SAGE Publication. Clarke, Thomas (2009) European Corporate Governance: Readings & Perspectives London: Taylor & Francis Group Davidson, Marilyn & Fieldman Sandra (2004) Individual Diversity and Psychology in Organizations Hoboken, NJ: John Wiley & Sons. Egan, Mary Lou & Bendick Marc Jr (2003) “Workforce Diversity of Initiatives of US Multinationals in Europe” Thunderbird International Business Review, Vol. 45(6) 701-727. Gillis Tamara (2006) The IABC: Handbook of Organisational Culture Hoboken, NJ: John Wiley & Sons Publishing. Konrad Alison, Prasad Pushkala & Pringle Judith (2006) Handbook of Workplace Diversity London: SAGE Kossek Ellen Ernst & Lobel Sharon (1996) Managing Diversity: Human Resource Strategies for Transforming the Workplace Oxford: Blackwell Publishing. Murgia Annalisa & Poggio Barbara (2010) “The Development of Diversity Management in the Italian Context: A Slow Process” International Handbook on Diversity Management at Work Northampton: Edward Elgar Publishing Subeliani, D. and Tsogas, G. (2005), “Managing diversity in the Netherlands: a case study of Rabobank”, International Journal of Human Resource Management, Vol. 16, No.5, pp 831-851. Wessendorf Susanne (2010) The Multicultural Backlash: European Discoveries, Policies & Practices London: Taylor & Francis Group Wrench, John (2007) Diversity Management & Assimilating Immigrants & Ethnic Minorites Surrey, England: Ashgate Publishing Read More