Managing Organizational Diversity - Literature review Example

HRM- MANAGING ORGANIZATIONAL DIVERSITY {Insert university’s name} {Insert instructor’s name} {Insert student’s name} March 14, 2013 MANAGING ORGANIZATIONAL DIVERSITY Introduction As a result of increased world globalization, there is need for improved interaction among people from diverse beliefs, backgrounds as well as cultures. In the modern world, individuals no longer work and live in a confined marketplace: they have become part of the emerging world economies with competition from every corner of the continent. Therefore, it is important for non-profit and profit organizations to not only become open to change but also be creative. Accordingly, capitalizing and maximizing on organizational diversity has become an essential issue for human resource management in the modern world. The purpose of this essay is to highlight the various impacts that increasing workforce diversity has on human resource management in organizations. It will also discuss the benefits of organizational diversity, the changes, the skills needed in managing diversity and mangers role. Benefits of diversity within the organization According to Kouzes & Barry (2002) management of diversity has gain popularity in the recent years and despite its distinct contexts, it is gaining more attention as a result of demographic development, mobility of national and global workforce, international and globalised business as well as increased competitiveness. Diversity is not only beneficial to the employees but also to organizations’ managers. Even though associates are perceived as being interdependent in the workplace, respecting workers differences can contribute to organizational growth (Loysk, 1996). Additionally, diversity within the organization can result into increased marketing opportunities, business image, recruitment, creativity and reduced lawsuits (Cox, 2001). In the era whereby creativity and flexibility are key contributors to competitiveness, diversity is essential in success of the organization. However, the consequences of loss of money and time should be put into consideration. Cox (2001) in his study points out that human resource management activities in the level of operational include aspects such as performance appraisal, training, recruitment, rewarding and development which are perceived as not only the means but also the logic through which human resources can be effectively managed. It is important to point out that at the strategic level of management, human resource management activities are associated with impacting on the existing business strategy as well as adding value to the firm (Devoe, 1999). Hence, in regard to the aforementioned, human resource management is perceived as central in the organization due to the fact that it has the capacity to not only promote diversity management but also integrate it with its various activities. Challenges of diversity within the organization According to Kouzes & Barry (2002) managers encounter a number of challenges in managing diversity within the organization. This is because the process of managing diversity does not only require acknowledging the differences between employees but also combating discrimination, promoting inclusiveness, and recognizing the benefits of differences. On the other hand, Devoe (1999) in his study points out that human resource managers are likely to be challenged with losses in work and personnel productivity as a result of discrimination, prejudice as well as legal actions and complaints against the organization (Loysk, 1996). Lastly, negative attitudes and behaviors can be a challenge to organizational diversity due to the fact that they can not only damage work productivity and morale but also harm the working relationship. According to Cox (2001) negative attitudes and behavior within the organization as discrimination, prejudice and stereotyping, factors that should not be applied by human resource managers for retention, termination or hiring. The role of managers in promoting organizational diversity However, according to Devoe (1999) in a general perspective, organizational diversity entails taking actions that are proactive in nature regarding to the climate of the organization that have the capability of maximizing the opportunities of diversity while minimizing the threats. Hence, managers should understand the concept that diversity encompasses similarities and it means differences. Consequently, in the modern world, the aspect of teamwork is increasingly encouraged as it can make people work better with an aim of profiting the organization. Therefore, managers should ensure that they harness the differences between team and people. This is because diversity within the organization result into development of competencies if properly managed and as a result contributes towards a decrease in internal conflicts. Kouzes & Barry (2002) in their study points out that human resource managers can successfully manage diversity by promoting better interpersonal relationship between the management and the employees. Additionally, there should be increased innovation and creativity among the employees. Essentially, human resource managers should effectively manage recruitment and ensure retaining of workers. Lastly, the management should ensure that the employees’ performance is improved with an aim of satisfying all the stakeholders. Consequently, human resource managers should take consideration improving managing diversity by not only blending workers but also accepting and using their differences. Furthermore, it is important for the management to ensure that they gain the commitment of the workers to the organization. This is because, if workers are more committed, the performance level is likely to be high (Loysk, 1996). Devoe (1999) identifies three levels of employee commitment: ownership, belonging and obligation. Therefore, it is essential for human resource managers to create an attitude of ownership among the workers through sharing the success and failures of the business. The mentioned strategy is not new to organizations as over the decades some firms have shared bonuses, profits and other benefits among the employees. Additionally, the managers should promote the aspect of inclusion among employees. Employee inclusion can be promoted through fostering mutual respect among the employees as well as their rights to speak out and advocate for personal demands. According to David & Robin (1996) organizational managers should be in a position to convince employees’ leaders that they can adapt to change and be included in team. Therefore, assisting people to build accountability and responsibility will be beneficial to organizational growth. Consequently, it is important for human resource managers to increase employee empowerment. Loysk (1996) organizational managers can attained the mentioned via delegation of more authorities and responsibilities. Essentially, employees’ independence should be enhanced to ensure innovation. However, Devoe (1999) in his study outlines specific tools for managing diversity within the organization and adds that effective managers have knowledge on specific skills that they need to apply in establishing a successful organizational diversity. One of the skills that managers need to understand is discrimination and its impacts to organizational performance and growth. However, the mentioned can only be attained if they understand their own their prejudices and cultural biasness (Devoe, 1999). Consequently, diversity is not concern about differences existing among group of people but among individuals. Loysk (1996) in order to manage organizations, managers should be in a position to change the organization so as to be successful. Nonetheless, according to Kouzes & Barry (2002) there is no single procedure for attaining organizational success. This is because it mainly relies on the ability of the managers to have a better understanding of what is good for organizational growth based not only on the dynamics of work but also teamwork. David & Robin (1996) points out that organizational diversity is a comprehensive process that entails establishing a work environment that includes all the employees. Therefore, for managers to create a good diverse workforce, they should focus on personal awareness. Hence, it is essential for organizations to not only develop but also implement and maintain an effective training (Cox, 2001). Additionally, managers and organization associates should be aware of the fact that diversity management is more of affirmative action and equal employment opportunities (Kouzes & Barry, 2002). Therefore, managers should expect the process of organizational change to be slow and not rapid but they should constantly encourage the aspect of change among the employees. Consequently, it is important for managers to create a safe working environment while managing diversity. This can be achieved through encouraging open communication (Devoe, 1999). Business meetings and social gatherings where employees can talk and be listened to are the best ways of creating dialogue. Essentially, organizational managers should implement policies like mentoring programs with an aim of providing the employees access to opportunities and information. Loysk (1996) in his study points out that managers should not deny employees the opportunity to gain access to constructive, critical and necessary feedback for learning about organizational success and failures. Conclusion Organizational diversity is a reflection of changing market place and world. Diverse workforce results into high organizational performance. If managers respect the individual differences of the workers, there is likelihood of not only increased competitive edge but also work productivity. Consequently, organizational diversity benefits the workers by putting in a place an environment that is fair and safe where each of them has access to both organizational failures and opportunities. Hence, management tools within the organization should be applied in educating people about organizational diversity and its benefits including regulation and law issues. In the modern world, high percentage of organizations entail diverse cultures, hence managers need to learn how to manage the same. References Cox, T. (2001).Creating the multicultural organization. San Fransisco: Jossey – Bass Publishers. David, A. T. & Robin J. E. (1996). Making Differences Matter: A New Paradigm for Managing Diversity, Harvard Business Review, September-October 1996, pp. 79-90. Devoe, D.. (1999). Managing a diverse workforce. San Mateo, CA: InfoWorld Media Group. Kouzes, J & Barry, B, (2002).The leadership challenge, San Fransisco: Jossey – Bass Publishers. Loysk, B. (1996). Managing a changing workforce: Achieving outstanding service with todays employees. Davie, FL:Workplace Trends Publishing. Read More