Managing a Diverse Workplace - Research Paper Example

 Managing a Diverse Workplace A. Chapter One: Introduction a. Definition of Diversity In general, diversity is defined as “all ways in which people differ” (Daft and Marcic, 2007, p. 314). This is a very broad definition of the term, and in more specific terms, it can also be defined in relation to the differences of people based on their race, gender, culture, and abilities. It is a term which implies how varied people are in their physiological, as well as their psychological make-up, and that these differences impact on the way each individual acts, behaves, thinks, works, and feels. b. What is Diversity in the Workplace? In the workplace, diversity is seen when the workplace is composed of various individuals possessing differing qualities or coming from different cultural groups (Daft and Lane, 2010). For workers, diversity in the workplace can mean different things, with some of them seeing diversity in terms of the race and cultural background of workers, and some other people understanding diversity in terms of generations or ages of the workers. Regardless of diversity expectations, diversity in the workplace expects the presence of various groups of people from varying cultural settings, races, and age working with each other on equal footing and on the basis of work productivity. c. Types of Diversity The most common classification for diversity is based on demographics. In this case, diversity would refer to differences in gender, race or ethnicity, nationality, age, and religion (Liu, 2007). It may also be classified in terms of organizational diversity which refers to the differences in the relationships of individuals in the organization with each other. This may refer mostly to organizational rank or specialties. Diversity may also refer to psychological diversity where people’s behavior and attitudes in the organization or group are different from each other (Liu, 2007). d. How this topic interests me? This topic interests me because it is sometimes considered a controversial topic in many companies and various workplaces. It interests me because I would like to establish how keen various companies and workplaces are in making sure that their workplaces are indeed diverse. e. How do I create workplace Diversity? Workplace diversity can be created by simply hiring the right people to do the work, regardless of their demographic characteristics, or regardless of their race, gender, ethnicity, or religion. Workplace diversity can also be created by allowing all individuals, regardless of their demographic qualities to apply, to be interviewed, and to be considered for the positions available. It can also be created by allowing the workplace to be a welcoming neutral place for all people, regardless of their demographic differences. B. Importance/ Significance to the field of Human Resources Management a. Significance of Diversity Diversity is significant because the trends and patterns of interaction in contemporary society are very much geared towards globalization. Due to advances in digital and electronic technology, we are now living in an era of the so-called borderless world wherein people from around the world are easily interacting with each other. Most companies are now capitalizing on the trends in globalization by ensuring that their workplace is diverse. In order to capitalize on the best human and natural resources, it is important for companies to establish a diverse workplace. b. How does Diversity affect employee hiring? Diversity impacts on employee hiring in the sense that it makes a difference in the set qualifications and hiring processes of employees. For example, in describing the position made available, it is important to include specific requirements for employees hired for them to be able to work in a diverse workplace and for them to be able to effectively interact within the diverse workplace (Texas A & M University, 2009). It also impacts on employee hiring in the sense that the human resources officers are not allowed to include racial, religious, age, or other demographic qualities as basis for hiring or nor hiring a potential employee. In effect, the hiring process would be based on skills, knowledge, and the ability to carry out the job. C. Ways to Incorporate Diversity Diversity can be incorporated in the workplace by deliberately interviewing individuals who come from various religions, races, ethnicities, social, and economic backgrounds (Alex, 2009). In multinational companies, the hiring of employees can be based on the country or the subsidiary involved and that the employees recruited can be based on the country where the best employee is coming from. For example, a subsidiary in India can consider Indian employees, or a branch in Japan can also consider Japanese employees, and so on and so forth. Moreover, hiring individuals who can understand the culture of the people in the area will help maximize the relationship of the company with its locality (Alex, 2009). Diversity can also be incorporated in the workplace by allowing for certain individual practices, especially those which pertain to religion and cultural traditions to be practiced by the employees. So, a female employee who chooses to wear a Hijab must be allowed to do so; and allowing a Muslim prayer time should not be differentiated from the practice of allowing the Seventh Day Adventist Saturdays off to practice their religion. These practices allow for diversity to flourish and be respected in the workplace. D. Benefits of Diversity There are various benefits of diversity. For one, it is the best way to attract the best talent who can contribute to the organization (McLauren, 2009). The best available talents do not come from just one race or one country, instead they come from all over the world. By adhering to diversity, these best talents can be hired to subsequently contribute their expertise to the organization. Diversity in the workplace can also help establish a globally competitive workforce (McLauren, 2009). By establishing a small representation of the world in the workplace, managers can be equipped with the skills to interact effectively. And this diverse workforce can help bring about professional skills into the workplace, but it can also bring people from various cultures and languages in enriching environment. Diversity also helps improve the efficacy of problem-solving (McLauren, 2009). A diverse workplace composed of different ages, genders, racial backgrounds, and experiences can help set-up an environment where better work outcomes can be produced. Such a workplace can also prevent conflicts, improve individual performance, and retain the workforce (McLauren, 2009). A workplace where workers can feel accepted serves to improve their productivity; and it also decreases worker turnover. The more workers feel accepted in the workplace, the more comfortable they would feel and the less they would feel the need to resign or seek other posts. Decreased worker turnover is therefore very much beneficial for the employers because it would cost them less and it would help maintain their manpower stability. E. Challenges/ Consideration and Warnings of Diversity There are various challenges and considerations involved in workplace diversity. For one, it is important to note that during problem-solving situations, diversity can cause uncertainty and complexity in the workplace. It can make it harder for individuals to come up with an agreement on a particular course of action (Amaram, 2007). It can cause cultural clashes among the various races, cultural groupings, genders, and age groups involved and can make the work place a very confusing and tension-filled atmosphere. Some analysts also claim that diversity can sometimes cause a lower sense of psychological identification with other members of the group (Amaram, 2007). In effect, the overall performance of the group in terms of productivity can be reduced; moreover, absenteeism as well as high turnover rates can manifest. Moreover, for minorities in the workplace, some would often feel the burden of diversity which others in the majority group do not feel. F. Literature Review a. Introductory information about sources The studies below discuss how diversity in the workplace has been managed by various managers and administrators. The discussion shall be evaluated in terms of application to the pertinent discussion points featured previously b. Brief description of study on research The studies below cover various workplaces and managerial applications on diversity. They discuss how diversity has been managed and the recommendations which they make as managers in a diverse workplace. d. Summary of what I learned about managing diversity in the workplace The paper by Amaram (2007) presents a valuable insight into the management of diverse workplaces. The author suggests that in order to effectively manage a diverse workplace, the manager must first understand that the main goal of diversity is to acknowledge the fact that people are different from each other. As such, managers must assist in transforming their mono-cultural work environment into a multicultural one. In order to achieve such a multicultural workforce, “a monolithic stage characterized by a demographically and culturally homogenous structure” must be set forth (Amaram, 2007, p. 5). Also, there must be a representative stage wherein the organization, through the rank and file employees, can implement a culturally homogenous leadership. Finally, a diverse model seen with multicultural accommodations must be apparent in the organization. Amaram (2007) also points out that it is important for the manager to submit to diversity training programs in order to be equipped in handling the barriers to diversity in the workplace. Amaram (2007) also highlights the importance of acknowledging rituals, rites, religious holidays, diet preferences, dress modes, and cultural practices for the various religions and cultural groupings in the organization. “These are little things that demonstrate respect and support for cultural diversity” (Amaram, 2007, p. 4). And these ‘little things’ go a long way in securing workplace diversity. In a paper by Kreitz (2007), the author was able to review best practices in the management of workplace diversity. He declares that one of these best practices include top leadership commitment, which includes a vision of diversity as seen and translated in the organization by the management. Another best practice includes the fact that diversity is part of any organization’s strategic plan; in effect, the organization’s plans already include diversity in the workplace. Diversity is also linked to performance, according to Kreitz (2007) and it relates to the understanding that the diverse environment can also secure improved productivity and help improve organizational performance. Another best practice is also on the inclusion of accountability which means that leaders are very much responsible for diversity in terms of coordinating their performance evaluation with the diversity initiatives (Kreitz, 2007). Other best practices include succession planning, recruitment of qualified and diverse applicants, employee involvement in securing diversity in the organization, and diversity training (Kreitz, 2007). In a review by Henry and Evans (2007), the authors set forth how various studies discuss means by which companies can improve diversity in the workplace. They discuss how it is important for support from the top management to be present in the creation and management of workforce diversity. In or to attain a diverse workforce, the company must also assign the management of workforce diversity to a senior manager (Henry and Evans, 2007). The organization must also establish a workforce which would improve motivation, satisfaction and commitment to a diverse group of people. Moreover, the standards in the performance must be objectively established and implemented without any bias (Henry and Evans, 2007). Syed and Murray (2008) set forth a cultural feminist approach in improving women’s participation in leadership roles in organizations. The authors suggested that top management teams can benefit the most when they learn to accommodate the feminine values as well as the masculine values in the organization. This study was able to establish the importance of incorporation of gender diversity in the organization, that in allowing women to be at par with the male leaders in the management level, it is possible establish diversity in terms of decision-making abilities and techniques, with the decisions more or less on a male-driven approach. In Syed and Kramar’s (2009) paper, the authors set out to evaluate the Australian approach in managing cultural diversity. The authors were able to establish that the legal requisites of the Australian workplace are limited in terms of obligating organizations to ensure workplace diversity. In effect, the managers in the organizations have not had much opportunity to manage workplace diversity. The authors suggest that in order to allow for the effective management of cultural diversity, its promotion must be made in multiple levels and in an integrated way (Syed and Kramar, 2009). In effect, the authors highlight the importance of integrating diversity in the organization in more than just the management level, but in most levels of the organization as well. Johnston and Malina (2008) set forth to evaluate the relation between an organization’s stock market value and the way it manages sexual orientation diversity in the workplace. Their study was based on the hypotheses that societal views on GLBT workplace equality impacts on stock prices and company worth. Advocates of GLBT workplace diversity set forth that companies which support GLBT rights in the workplace are able to increase their shareholder worth; and for those who do not support sexual orientation diversity in the workplace, they are likely to suffer public backlash (Johnston and Malina, 2008). The authors suggested that companies who are supporting GLBT rights in the workplace are more or less at a neutral value in the stock market; in effect, they are not punished for supporting workplace diversity. It is therefore important for organizations to allow for more sexually diverse organizations, which is inclusive of the GLBT group. G. Conclusions Based on the above discussion, workplace diversity is about ensuring that all employees have a chance to be hired and to work in an organization regardless of their demographic qualities, and regardless of any other subjective characteristics. In order to manage workplace diversity, the diversity must be welcomed at the management level first. In effect, managers must support it and implement it throughout the organization. Workplace diversity must also be implemented in terms of hiring policies, allowing the applications to proceed and be assessed based on how the applicants can work in a diverse workplace. By ensuring workplace diversity, various benefits in terms of work pool talent and capabilities can be ensured, and the workplace itself can flourish with the support of a highly talented work force. Other benefits of diversity come in the form of improved stock values, as well as a respectful and comfortable work environment. H. Recommendations for CEO Vicky Gregg and Human Resources Manager In order to manage workplace diversity, it is important for the CEO, the top manager of the company to promote and support workplace diversity. The CEO must therefore implement adjustments in the workplace which accommodate the diversity. These adjustments and changes can come in the form of accommodations for religious holidays – for days of worship; allowing employees to adhere to their dress codes which may relate to their culture and religion; opening up day-care centers for mothers who may want to leave their children there for temporary care; arranging for prayer rooms for Muslim employees who may want to carry out some of their prayer rituals while at work; and not discriminating against employees by reason of their sexual orientation. As for the human resources manager, a conscious effort towards capability assessment must be ensured, without noting demographics and subjective qualities. The human resources manager can also review applicants and giving them all a chance to pass muster regardless of their subjective and demographic qualities. The HR manager must refrain from specifying demographic qualities like age, gender, race, and religion in posting advertisements for vacancies. Finally, an applicant’s ability to work in a diverse workplace must also be assessed in order to establish how much of a team player he is and how he can set aside his prejudices in a culturally and demographically diverse workplace. Reference Alex, D. (2009). How to Incorporate Cultural Diversity in the Workplace. Human Resources Networking Group. Retrieved 01 August 2011 from http://www.hrng.ca/sites/hrng.ca/files/HOW_TO_INCPORPORATE_CULTURAL_DIVERSITY_INTO_THE_WORKPLACE.pdf Amaram, D. (2007). Cultural Diversity: Implications for Workplace Management. Journal of Diversity Management, volume 2(4), pp. 1-6 Daft, R. & Lane, P. (2007). The leadership experience. California: Cengage Learning. Daft, R. & Marcic, D. (2010). Understanding Management. California: Cengage Learning. Henry, O. & Evans, A. (2007). Critical review of literature on workforce diversity. African Journal of Business Management, pp. 072-076. Johnston, D. & Malina, M. (2008). Managing Sexual Orientation Diversity: The Impact on Firm Value. Group Organization Management, volume 33(5), pp. 602-625 Kreitz, P. (2007). Best Practices for Managing Organizational Diversity. Journal of Librarianship, pp. 1-49. Liu, X. (2007). Diversity in Teamwork - MARKSTRAT as a Model for Diversity Training. Germany: GRIN Verlag. McLauren, D. (2009). Benefits of Workplace Diversity. Retrieved 01 August 2011 from http://www.davidmclauren.com/Connector_April_2009.pdf Syed, J. & Murray, P. (2008). A cultural feminist approach towards managing diversity in top management teams. Equal Opportunities International, volume 27(5), pp. 413 – 432. Syed, J. & Kramar, R. (2009). What is the Australian model for managing cultural diversity? Personnel Review, volume 39(1), pp. 96 – 115 Texas A & M University (2009). Increasing Diversity in the Hiring Process. Retrieved 01 August 2011 from http://employees.tamu.edu/docs/employment/hiring/415AddDiversity.pdf Read More