The Ethical Side of Discrimination and Culture of Diversity - Research Paper Example

 With the word diversity often Ethnic and Racial backgrounds come to mind yet it is not so, diversity encompasses the diverse and multitude of qualities that make humans and individuals different from each other and the groups to which we belong or not (UCSF, 2013). According to the Chancellors Committee on Diversity at University of California: “The variety of experiences and perspective which arise from differences in race, culture, religion, mental or physical abilities, heritage, age, gender, sexual orientation, gender identity and other characteristics.” (UCSF, 2013). Diversity at workplace is the composite of versatilities and commonalities that result at the workplace from people being a part of that organization (Woods, Bormann, & Schmidle, 2010). Diversity results from individual characteristics and experiences of people (Tharp, 2011). A diverse workforce in an organization becomes a source of generating new ideas and helps the organization in taking advantage of the individualistic characteristics of the employees; the uniqueness of an employee can be as a result of his/her age, ethnic background, education and family (Lindblad, 2013), professional background, impact of geographic location (Woods, et. al, 2010). Initiatives, taken to make diversity work, aim at creating an organizational culture; which can benefit from the diverseness of values and talents of its employees (Tharp, 2011; Woods, et. al, 2010). Management of diversity is the planned implementation of such practices and systems at organization which enable the utmost utility of the benefits of diversity while minimizing its potential disadvantages (Taylor Cox, as cited in UCSF, 2013). Workforce diversity results in heterogeneity, leading to enhanced creativeness; promoting highly critically analyzed problem solutions (UCSF, 2013). Although diversity in work force and place can have its negatives yet when effectively and purposefully managed the diverseness of the workforce can be used in favor of the organization; but for that the organizational culture has to be tolerant and accepting (Kokemuller, 2013). Impact of Diversity In an organizational culture that is tolerant for people from all culture, employees learn to show respect and learn from each other thus using diversity to their advantage (Woods, et. al, 2010). Communication and technological advances have contributed towards making the market and organizations a global concept (Anderson, 2013). Diversity can affect an organizational structure positively as well as negatively; where it can be a precursor to creativity and innovativeness, diversity can also lead to a rise in conflicts and employee turnover (Tharp, 2011). Positive Impacts of Diversity A diverse work force and place contributes to diversifying the market (Tharp, 2011). 1. Creativity and Innovation Diversity is shown to be positively associated with creativity and increased innovation (Tharp, 2011). Every individual bring his own unique set of experiences, knowledge, skills and cultural background and thus lends an array of diverse experiences to the organization (Ingram, 2013). When individuals with such vast and distinct knowledge work together, creativity and innovativeness is a natural result. A diverse workforce affords variety and diversity in perspectives and experiences and is far more effective in generating innovative solutions (Tharp, 2011). 2. Growth Opportunities A culture devoid of workplace diversity can lack in presenting the employees with an opportunity for self growth. When working in a diverse environment, employees are exposed to cultures, experiences, ideas and perspectives other than their own (Ingram, 2013). Working with people from diverse origins, employees grow intellectually and even become better citizens (Ingram, 2013). 3. Hiring Best Talent Organizations that support a diverse culture have the opportunity of hiring from among the best available talented people (Suttle, 2013). A combination of old and young employees, as well as people from other countries, offer a great many opportunities for organization growth and prosperity (Suttle, 2013). 4. Broad Market and Services Accessibility Workplace diversity offers the organization to cater a greater and varied audience as well as offer services to local, national and international customers Suttle, 2013). Having a diverse workforce leads to understanding and catering of diverse markets (Suttle, 2013); as well as increasing market value and share, leading to increased profits (Tharp, 2011). Negative Impacts of Diversity Negative impacts from a diverse workforce seem inevitable especially if the workforce in not well managed (Kokemuller, 2013). 1. Miscommunication An organization constituting of a diverse workforce poses problems for employees when it comes to communicating with people from varied language backgrounds; often interpreters are hired to overcome and ease this issue (Kokemuller, 2013; Tharp, 2011). Also, assigning customers to representatives from the same demographics can be a way to ease the issue (Ingram, 2013). 2. Disintegration and Dissatisfaction Although not to a great degree yet social disintegration occurs at a diverse workplace, also contributing to the dissatisfaction of employees (Tharp, 2011). As a natural process, people belonging to the same cultural strata tend to form sub-groups in the organization; but such grouping and lower group adhesiveness can lead to divisions, conflicts, employee turnover, and hindrances in sharing knowledge, skills and experiences (Ingram, 2013; Tharp, 2011). Challenges Posed by Diversity Managing diversity is becoming more of a challenge as years go by, and gender differences, ethnic minorities, and international careers become common in workplaces (Bhatia, 2008). As organizations get feel the impact of globalization, it becomes necessary that a diverse workforce is employed and on top of that that diverse work force should be managed in a way to maximize utility and meet the increasing client demands (Herzog, 2013). Diversity and Affirmative Action Diversity and AA are two different things and are not to be confused with each other. Managing diversity refers to working with a diverse workforce towards maximizing the potential of the workforce; whereas AA refers to special focus that is laid on specific groups like women, veterans etc. to compensate for the historical discrimination against them (UCB, 2013). Challenges for Hiring Diversity poses challenges for hiring staff from diversified backgrounds. If not tactfully handled, the matter can lead to the loss of qualified workforce for the organization. 1. Underestimated Job Potential One of the reasons that a company can lose out on a qualified candidate is when the interviewer underestimates the candidate for the position. The underestimation can result from either misunderstandings originating from the cultural differences or simply prejudice (Kelly, 2003). Addressing Underestimation Underestimating the job potential of a candidate can be addressed by promoting English as a secondary language and not the primary (Herzog, 2013). Clear communication should be adhered to, as people have different levels of understanding and comprehension; also do not treat culture with a sense of repulsion, cultures play a significant role in what people turn out to be (Herzog, 2013). Being a manager it falls on the shoulders of the team leader to set an example. If interviewing foreign candidates show support and patience and do not hesitate to assist them (Herzog, 2013). Panel interview should be promoted with interviewers belonging to diverse backgrounds, this will also make the candidate feel comfortable and will portray a diversity tolerant image (UCSF, 2013). 2. Organizational Appeal An organization can lose appeal for a qualified candidate by presenting itself as a place not suitable for a candidate. This can happen when the interviewer does not treat the candidate with respect and ethicality (Kelly, 2003). If the candidate thinks that the firm will be unfair or prejudiced towards him/her, the candidate can reject the firm. Highly qualified minorities do not have lack of options thus when they feel mistreated they do not hesitate to reject the position. The interviewer appears as a representative of the organization and the culture that is followed there Addressing Organizational Appeal In order to address this issue the managers should learn and adapt to portraying a diverse and diversity friendly organization. Showing rigidity of attitude gets them nowhere, they should learn to market the qualities of their firm to the candidate; to sell them what they have to benefit from working there (Kelly, 2003). The interviewing manager should increase his understanding of the cultural diversities and improve his cross-cultural communication skills (Kelly, 2003). The organization should ensure that during the whole process of applying for the job, from being interviewed to being tested, the candidate should be treated with respect and like a qualified individual (Kelly, 2003). Challenges for Development While beneficent for innovation and creativity; diversity if not significantly managed can lead to the stagnation of development and creativity. 1. Lower Group Cohesiveness and Friction Hindrances to development occur from lower group cohesiveness. As a natural phenomenon people belonging to the same background tend to form sub groups in an organization; thus restricting their experiences, knowledge, ideas and skills to that group and prefer sharing this information with their own group rather than other segments (Bhatia, 2008). Such group cohesiveness can lead to friction among employees and groups and cooperation may become stagnant (Bhatia, 2008). Addressing Lower Group Cohesiveness Communication barrier adds to group cohesiveness, since the basic motivation for forming sub group is ease of communication and loyalty to group. Such incentives should be awarded to employees that they should value organizational development more than group loyalty. Communication between employees should be promoted, ineffective communication leads to confusions, conflicts, and shying away from team work (Greenberg, 2004). Another way to counter group cohesiveness is by promoting diversity in positions of leadership as this will take away the fear from the employees that they have to watch out for each other as a group when the company will watch out for them (Greenberg, 2004). Challenges for Staff Retention Staff retention can be a real challenge when it comes to coping with diversity. Diversity impacts staff retention in two ways, either when an organization lacks diversity or when an organization has diverse workforce that can also impact employee retention. When an organization loses a manager it costs the organization almost $180,000. Where organizational appeal can be an issue arising from staff retention, two other issues arising for difficult staff retention from diversity are as follows. Applying strategic talent management with an incorporation of diversity can be beneficial in staff retention (Morton, 2004) 1. Faulty Execution of Diversity Policy The issue arises when a minority or diversity policy exists in the organization but it is not perfectly executed (Jackson, Robinson & Quick, 2011). The executives in the organization take steps and provide funds to the managers for execution of retention policy and initiatives; but the managers do not execute these initiatives and lack the necessary skills required for managing a diverse workforce (Jackson, et. al, 2011). Such behavior leads to the neglect of employees and increased turnover. Addressing Faulty Execution of Diversity Policy To address faulty execution of diversity policy, diversity training should be offered to the management staff; responsibilities regarding the diversity policies should be distributed among managers and should not be concentrated to a couple of senior managers; special assessment should be conducted with regards to diversity retention and whether managers have been successful in reaching their goals (Jackson, et. al, 2011). Policy should include all employees and should constitute accountability (Bhatia, 2008). 2. Work Environment When an organization has an environment that is prone to stereo typical behaviors, culturally intolerant, and an environment which makes it difficult for minorities to excel and advance (Jackson, et. al, 2011). Such environments are hostile for minorities, they become a source of mistrust, hinder in teamwork, contribute to stress and affect performance; organizations like Toigo consider exclusionary environments to be critical in losing workforce (Jackson, et. al, 2011). Addressing Work Environment Work environment issue can be addressed by making an assessment for the work environment; and based on that assessment opportunities should be devised for the diverse workforce (Jackson, et. al, 2011). Internal surveys should be employed to assess the level of job satisfaction, and the level of comfort the work force feels while working at the organization (Greenberg, 2004); it becomes imperative that the organization understands the diverse needs, perspectives, and interests of its diverse work force (Jackson, et. al, 2011). One-on-one coaching and mentoring of minority talent can prove beneficial as well (Jackson, et. al, 2011). Strategic Talent Management Strategic talent management can be thought of being the corner stone of integrative thought and when applied can allow firms and organizations to achieve a culture that has diversity as a part of second nature; allowing them to develop with leaps and bounds (Morton, 2004). Through strategic talent management an organization hires the right workforce for the right opportunity to attain its desired goals; this way forms are able to assess where they stand and what kinds of talent they need to excel (Profilesinternational, 2013). Strategic talent management encompasses eight initiative categories and culture and diversity is one of them; strategic talent management has actually proven beneficial for diversity as organizations still find it hard to incorporate diversity into their culture but their organizational frameworks are more open and accepting to talent management (Morton, 2004). It is a strategy to fill in the gaps of talent with the most qualified individual for that job keeping in mind all the initiatives like diversity in mind. Managing Diversity at Cityside Financial Services The case study looks into the Cityside financial services, which lied about being a financial service while in essence they were a consumer bank. Cityside served a neighborhood with prominent white and African-American clients; but their services staff did not match the clientele in ethnic and gender proportions (Ely & Vargas, 2004). To bring the numbers upto their requirements the firm implemented an AA plan, which resulted in increasing the number of female employees to 50% and that of African-American to 53%, yet the managers learnt that the African-American workforce were dissatisfied and resentful (Ely & Vargas, 2004). Legal Implications The premise behind the strategic talent management and diversity is to hire with a purpose and someone who is qualified for the job should not be turned down just because they belong to a specific group in the society (profilesinternational, 2013). Showing partial behavior towards a person during any activity encompassing employment is termed as discrimination and ends up in having legal implications for the organization (EEOC, 2009). Discriminatory practices include hiring, firing, compensating, transferring, promoting, recruiting, etc. and all have legal implications in the form of Title VII of the Civil Rights Act 1964, ADA, GINA, & ADEA (EEOC, 2009). Legal complaint against the Cityside financial services can be filed for discriminating against employees for race (EEOC, 2013). Racial discrimination is evident as the city side financial services offered low profile services to the locals and maintained the high profile services for the white elite clientele; also, when an African-American reached the stage of being promoted to an officer he was promoted to the retail department and was not promoted in the External deposits, which was considered an all white employee department (Ely & Vargas, 2004). The remarks of the white executives considering the African-American population do be less educated and intellectually and professionally inferior to them could also land the executives in trouble. Addressing Legal Implications Although a formal discrimination complaint has not been lodged against the Cityside financial services, yet the probability exists and the problem needs to be addressed. The organization needs a culture over haul. To ensure compliance with policies of discrimination; representatives from EEOC are available, and offer services free of charge; these representatives enlighten the employers regarding the applicability of laws and regulations on businesses (allbusiness, 2013). After determining the law and regulations that need to be enforced, a policy that cripples discriminatory practices should be compiled and enforced (Benjamin, 2013). To compile the policy an expert should be hired to encompass all the legal aspects of discrimination (allbusiness, 2013). The policy should be implemented from top down with everyone fully aware of their responsibilities and the executives and managers setting an example for a diverse and tolerant organizational culture (Benjamin, 2013). To address discrimination in promoting African-American people to the officer posts in the external deposits department; strategic talent management should be implemented in the whole organization and anyone who is worthy of and qualified for the job should be awarded the job, irrespective of their ethnicity. If found discriminated against the employee should be compensated by the organization. If an employee found guilty of discriminating against a fellow employee should be terminated to set an example for the organization’s respect for its employees and equality in treatment (Benjamin, 2013). But the employee should only be terminated after consulting an attorney so that the legal position of the firm is sound (allbusiness, 2013). Ethical Implications Managing diversity can pose ethical implications as well. While managing diversity employees are managed according to their individual characteristics like gender, race, culture etc., but treating someone differently based on their individual differences, whether intentionally or unintentionally, can result in ethical issues of discrimination (Scott, 2013). Discrimination can have serious moral consequences for the people being discriminated against. Not only is it illegal but also immoral and unethical to discriminate against groups and people; affirmative action may give legal protection to minorities but it does not give ethical and moral protection and is even thought by some to be unethical and discriminatory (Gray, 2011). Discrimination inflicts serious damage to the self esteem of the victim and can lower their morale, make them angry, hateful and resent their job and workplace (Jackman, 2011). In the Cityside financial services case, the implications of being discriminated against are quite clearly visible in the resentful and angry attitude of the African-American workforce, and they also have been demoralized. Addressing Ethical Implications To address the ethical side of discrimination the whole organization needs to adapt to the concept and culture of diversity. A survey and inquiry should be conducted and the complaints of people inflicted with discriminatory behavior should be duly noted (Benjamin, 2013). Compulsory training should be provided to all the managers and employees for anti-discrimination. The anti-discrimination policy should be strictly implemented with special rewards for compliance and penalties, even in the form of employment termination, in the event of ignorance or neglect (allbusiness, 2013). References Allbusiness. (2013). Dealing with Discrimination in the Workplace. [Electronic Version]. 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