Diversity Management - Report Example

Diversity Management Introduction Globalization has encouraged a multicultural environment in the society. Its proposed policies had been encouragingfor the various ethnic minorities, as well as women in the industries. Due to this new perspective, diversity in the workplace had become one of the main concerns of the industries. But diversity in the workplace means a diverse cultural backgrounds, diverse beliefs, and diverse strategic approaches in the tasks assigned to a varied groups of people. These attitudes, values, and norms that each of them has reflects their cultural heritages. (cited in Gilbert & Ivancevich, 2002) Therefore, these heterogeneous groups may encourage the production of creative and innovative solutions to the problems that the company might encounter. On the other hand, an increased reliance to a more diverse workforce has become a critical aspect of business operations. (cited in D’Netto et al, 2000). Thus, there is a need for an appropriate measure that would help deal with this concern about diversity. As a response, a new management strategy was introduced in the workplace that addresses this concern. Diversity management was considered as the best method in handling this particular situation in the workplace that concerns multiculturalism. Generally defined as the “systematic and planned commitment by organizations to recruit, retain, reward, and promote a heterogeneous mix of employees,” diversity management offers policies that would handle the various ethnic minorities in the industries such that their needs and competitiveness are met by the industry. Its theories and techniques were applied and further developed by a large number of officers, training specialists, consultants, and even academics to enhance its strategies in order to adapt to the multicultural work environment. Diversity management was thought to help improve organizational effectiveness and competitive advantage to organizations if managed well. (Gilbert & Ivancevich, 2002; D’Netto et al, 2000) “On the other hand, poor diversity management increases the likelihood that group members will be dissatisfied and fail to identify with the group and organisational goals. Thus, one way of categorising research on diversity is on the basis of the benefits and challenges that diversity presents” (cited in D’Netto et al, 2000). But instead of fixing the dilemma of multiculturalism in the workplace and as well as the individual needs of the ethnic minorities in the workplace, diversity management were found to have its concealed effect that further made the situation more difficult for them. Moreover, there are at the same time some issues that need to be addressed brought about by this new trend in the industries. Racial discrimination is one of the most common and the most prominent issues that rises above all others. Various ethnicities that are now associated with the industries globally, face different forms of discrimination that prevents them from realizing their fullest potentials in the workplace. What they have now is a continuing struggle against racial discrimination that limits their chances of attaining the highest possible role in the company they are connected with. Since its focus is more on the individual differences of each minority, diversity management contends with the individual roles as well as the role of each ethnic minority in enhancing labour productivity, innovation and efficiency. This further challenges and limits the development of an organizational structure that encourages a heterogeneous workplace environment. Diversity management’s excessive focus on the individual and unique strengths based on his ethnicity confronts one’s ability of integrating and associating himself in the group. (cited in Tomei, 2003) Diversity Management and Valuing Individual Differences in Europe/UK Equality among the members of a multicultural organization or industry remains as the most critical part in management strategies. And the introduction of diversity management in a multicultural group of people had been regarded as the ultimate solution for such problems. Until eventually it has replaced the concept of equal opportunities travelling from the United States across the United Kingdom and into the mainland Europe. However, instead of providing the ethnic minorities with the equality that they had longed to have in the workplace, it offers even more challenging tasks of dealing with discrimination, equality and injustice in employment. It was found that management of diversity hides instead the reality that ethnicities are actually not given as much opportunities as the white workers do. Structural inequality is concealed such that the problem is treated individually and widely distributed in order to cover all the differences of the organization or the company. It further hides the truth that ethnic minorities are discriminated against as a result of the social and organizational structural arrangements. (Debrah & Smith, 2002; Noon & Ogbonna, 2002) In order to remain competitive in the international market or globalization, Europe recognized the benefits of workforce diversity in both the society and the economy. But as much as diversity in companies is encouraged for competitiveness, it entails a responsibility of handling a diverse culture to make use of this fashion in businesses. And in order to address this issue, European companies adapted diversity management such that inequality and discrimination in the workplace would be eliminated. There are evidences in the recent studies that diversity management has gained competitive advantage for the European companies practicing its theories. Addressing the individual differences of the members of the workforce, specifically of those who belong to the minority groups was viewed as “a vehicle to develop an engaged, motivated and heterogeneous workforce to develop creative business solutions in the global marketplace.” (Lockwood, 2005) In a study conducted by Chow and Crawford (2004), the result revealed that there is still an obvious racial or ethnic discrimination among ethnic minorities in the UK. Initially, there is already a significantly huge difference in the employees’ perception of their organization’s effort in providing them equal opportunity and support. There was a consistent difference among the employees’ perception of opportunities given to them according to the number of promotions, deserved commendation, consultation, support from colleagues and managers, access to internal information, work atmosphere, and attitude. (Chow & Crawford, 2004) Gender and ethnic groups still feel discriminated against especially in the decision-making processes in the company. Each group, both gender groups and ethnic minority group, feel neither valued nor respected. Their ideas are often rejected as compared to the whites’ whose views are often accepted. The more frustrating though were those among females who are at the same time a member of an ethnic group whilst there are three times more rejected at department meetings that their male counterparts. “In fact, blacks were more likely to volunteer information than whites and Asians, but only whites were consulted.” They are as well excluded from committee memberships and participation in decisions. Moreover, they are deprived of honest feedbacks and what they thought the kind of support they need from the company/organization. (Chow & Crawford, 2004) The company’s existing organizational power structures and resource allocations still largely favours whites, particularly males, over all other groups. Specifically, 10% of whites, 50% of Asians, 48.3% of blacks, and 50% of Chinese and other minority ethnic groups had never been commended for a job well done. There was also a disparity between the number of promotions sought and number received in favour of the whites. But, even as male minority groups do are less likely to be promoted, females are more than twice as likely to be rejected in their application for promotion. “No Asian or Chinese or other minority ethnic group members had ever been promoted”. (Chow & Crawford, 2004)This result was basically a support in the study conducted by Hoque and Noon in 2001 wherein a significant result in their hypothesis that ethnic minority women receive poorer treatment in the workplace than ethnic minority men, suggesting that being a woman from an ethnic minority is doubly disadvantageous. (Hoque & Noon, 2001) The study showed that other demographic qualifications such as educational attainment, professional qualifications, and hierarchical positions are not the basis for promotion since ethnic minority groups have basically the same backgrounds as the whites. Men have longer tenure, and tenure was significantly related to promotion, which may explain why men might have been promoted more often than their female counterparts. There were even instances wherein ethnic minority individuals have higher qualifications than whites, however, these were not considered. Results showed that successful promotions are based on the acceptance of ones’ views at meetings. As a result, minority ethnic groups become frustrated and dissatisfied reflecting a more negative attitude towards work. Thus, “without positive attitudes, diversity will foster resentment and increase conflict.” (Chow & Crawford, 2004) “Despite much effort in promoting equal opportunity and diversity, results from the present study clearly showed an atmosphere that is not conducive to the fostering of effective work relationships.” There were significant illustrations wherein minority groups were not given as many chances in realizing their full potentials in the organizations they belong. The opportunities to become members of committees as well as the small roles in the decision-making process are denied of them. Their views were oftentimes rejected at meetings, senior managers seldom consulted them, and their volunteered information was rejected frequently. Few positive and honest comments from their colleagues and managers were very minimal thus, their career advancements suffer. (Chow & Crawford, 2004) However, in Hoque and Noon’s (2001) study, companies who utilizes an equal opportunity policy (EOP), there is a significant result that shows equality among the members of the organization. Places where EOPs are practiced, no evidence of unequal treatment between whites and ethnic minorities were drawn on any measures used. Whilst, in organizations that do not practice EOPs, results of the measure demonstrate an obvious unequal treatment between the whites and the ethnic minorities. On the other hand, “there is no support for hypothesis that while trade unions may not ensure equality of treatment, they benefit ethnic minorities by raising standards overall. While white men and women in unionised workplaces receive better treatment than their counterparts in non-union workplaces, the same is not true where ethnic minorities are concerned.” (Hoque & Noon, 2001) As cited by Wrench (2003), there are two levels in managing diversity in an organization. The first stage would be valuing diversity where ethnic minorities develop the desire to work in a multicultural environment in which their diverse contribution to the organization is positively recognized. Then the second level would now be that of managing diversity wherein there is a need for the ethnic minorities to actively participate in all aspects of the decision-making process in an organization in its organizational goals, as well as a heterogeneous organizational structure that would inhibit creativity and innovation in terms of company policies and strategies for global competitiveness. (Wrench, 2003) On the other hand, in the course of nature, level 1 must be achieved first as a condition in continuing and attaining the second level. And what seems disappointing though is the fact that there is too much focus given on the first level limiting the second level from taking place. Putting too much emphasis on individual strengths and capabilities in the workplace in accordance to one’s race or ethnicity is still an advocate towards attaining effective diversity in the European companies. However, there its backlashes that needs to be looked deeper into since it overshadows the fight against racism and discrimination in the workplace. Diversity in the workplace’s goals of eliminating harassment and inequality among its members are often neglected and overlooked as a result of over-emphasis on the individual minorities need to adapt to the culture of the organizations. Valuing individual differences or rather “valuing diversity’ is but an essential part in managing diversity. When organizations or companies value its employees’ individuality, they provide them the necessary education, trainings and any other measures in order for them to adapt to the group. Training programs, educational privileges, and the likes are practiced in order to promote equal opportunity policies towards ethnic minorities in the organization. (Allison, 1999; Hoque & Noon, 2001) This practice are considered non-discriminatory, however, there are instances that its purpose is altered. An assumption that ethnic minorities have different cultures from that of the ‘standard’ culture the organizations refers to, there is not much of an opportunity that is given to them. Even as the ethnic minorities have the same level of educational attainment and work experiences with the whites, they are yet regarded as having insufficient knowledge in the course of the industry, thus the chances of promotion for the minorities are limited. Diversity in these cases is only symbolic and superficial. “The symbolic or superficial treatment of diversity allows organizations to believe they are promoting diversity, when, in fact, they are ignoring serious issues that effect the morale, effectiveness, and productivity of the agency.” With its ‘good intentions’ of promoting awareness and knowledge with ‘standard’ culture that the ethnic minorities should become familiar with, these policies instead send mixed messages to the management and staff that soon props up inequitable and inappropriate behaviours. This will eventually lead to the tolerance of inequity that goes back once again to racial discrimination and harassment of ethnic minorities. (Allison, 1999) Addressing the individual differences of ethnic minorities is regarded as an initial step in attaining multicultural diversity that is deemed to have a positive effect in the global context of businesses. On the other hand, the need for them to be associated within the group as part of it and not as an individual different from the whole should be the major concern in managing diversity. Providing them with enough knowledge so as to familiarize the ethnic minorities of their needs of the global society should not stop at trainings and other privileges according to their ethnicities. In reality, diversity management focuses more on the individual needs of the different ethnicities therefore their roles within the group as a whole is oftentimes overlooked. The continuing practice of diversity in the workplace The results offered by Chow and Crawford’s (2004) study suggest an important theoretical and practical implications for understanding and managing the impact of equal opportunities on human capital. There is a need for the managers to recognize the problems in which the ethnic minorities are treated in the organization. Each member of the organization should be given equal opportunities that create a strong relationship among the members, among ethnic minorities and the whites. “A new frame of reference should be adopted to suppress prejudicial attitudes and eliminate discrimination to ensure fair treatment of all members and equal opportunities for promotion.” (Chow & Crawford, 2004) Several other criticisms were found to be debatable concerning diversity management in the workplace. The emphasis that the model puts on diversity takes along with it harmful effects on economically disadvantaged groups such as the ethnic minorities that departs from its main concern in addressing this problem in the workplace. As a result of putting much emphasis in the ethnic minority group identities are the distribution of the variety of identities within the same group, further limiting them to be fixed within the boundaries of the group. They are as well denied of the changes in their aspirations and demands over time since they are encompassed within their group’s identity. “Some analysts have also argued that recognition of minority group rights clashes with the pursuit of gender equality because minority cultures and norms are gendered and display substantial differences in power and advantage between women and men.” (cited in Tomei, 2004) Wrench (2003) had presented his personal criticisms of diversity management. Aside from the misuse of the term in reference to policies that do not even reflect any of its contexts wherein the provision of trainings and language education to ethnic minorities are already considered as such. Even though there is not enough evidence of the practice, the term has become an increasingly popular in Europe. There is as well a tendency for diversity management to be used to prioritise the ‘soft’ rather than the ‘hard’ equal opportunities practices. There is a greater tendency for the employers to be “less receptive to stronger measures such as targets to produce a workforce which reflects the ethnic make-up of the locality, anti-discrimination training to modify the behaviour of white managers and employees, or the introduction of anti-harassment policy.” Given a situation that the organizations would focus on looking at the cultural diversity of the individuals, it will eventually overlook other bigger and wider opportunities and affirmative action approach that would be attained only in association with the members of the group. (Wrench, 2003) The strongest of the criticisms that diversity management obtain is its ability to weaken the policies of an organization against racism and ethnic discrimination. When these policies against inequality are mixed up with those relating to other groups, the association of both would bring about a broader appeal of equal opportunities that moves away from the policies against racial and ethnic minorities. Given such situation where the broader the policies on equality, the more that the small details – that which concerns inequality among ethnic minorities – are often neglected. “A strength from one perspective is a weakness from another.” (Wrench, 2003) Conclusion Increasingly commentators are arguing that research evidence suggests there is so much ethnic diversity that to describe discrimination as being the same across different ethnic groups fails to take into account its differential impact. This means it is essential to recognise the differences between ethnic groups not only in terms of their experiences of discrimination, but also in their varied requirements for redressing the discrimination. Furthermore, it is possible to challenge the assumptions that a person’s ethnic group can be clearly defined and remains fixed. First, there are increasingly people with multiple cultural identities who simply do not ‘fit’ the ethnic categories and, second, exposure to varied cultural influences means that ethnic identity is likely to change across one’s lifetime. (Noon & Ogbonna, 2002) Diversity management should not be treated as a substitute for anti-discrimination policies. Instead, they should be regarded as yet one way or method in addressing inequality among employees. “This is why the new EU ‘Race’ and ‘Equality’ Directives are important as a constant stimulus to antidiscrimination awareness and practice.” (Wrench, 2003) Work Cited: Allison, M. (1999) Organizational barriers to diversity in the workplace. Journal of Leisure Research. Chow, I. & Crawford, R. (2004) Gender, Ethnic Diversity, and Career Advancement in the Workplace: The Social Identity Perspective. SAM Advanced Management Journal. Volume 69:3. Society for the Advancement of Management. Crawfor, R. (2004) Gender, ethnic diversity, and career advancement in the workplace: the social identity perspective. SAM Advanced Management Journal D’Netto, B et al. Diversity Management: Benefits, Challenges and Strategies. http://www.diversityaustralia.gov.au/_inc/doc_pdf/2.pdf. November 29, 2006. Debrah, Y. & Smith, I. (eds.) (2002) Globalization, Employment, and the Workplace: Diverse Impacts. Routledge: London. Gilbert, J. & Ivancevich, L. (2000) Diversity Management : Time for A New Approach. Public Personnel Management. Volume 29: 1. International Personnel Management Association. Lockwood, N. (2005) Workplace diversity: leveraging the power of difference for competitive advantage.(2005 Research Quarterly) HRMagazine. Noon, M & Hoque, K (2001) Ethnic minorities and equal treatment: the impact of gender, equal opportunities policies and trade unions, National Institute Economic Review 176 Noon, M. & Ogbonna, E. (2002) Analytical Themes. Globalization, Employment, and the Workplace: Diverse Impacts. Routledge: London. Tomei, M. (2003) Discrimination and Equality at Work: A Review of the Concepts. International Labour Review. Volume 142:4. International Labour Office. Wrench, J. Managing Diversity, Fighting Racism or Combating Discrimination? A Critical Exploration. http://www.gleiche-chancen.at/htm/Wrench_budapest.pdf. November 29, 2006. Read More