Diversity in employment - Essay Example

13). Diversity in the work place has generally been thought of as purely an employment equity issue. However, diversity is coming to be recognized as an asset which can, like any other asset that is well managed, contribute to the bottom line. Diversity is growing almost as quickly as the number of software vendors at an accounting convention (Talbot-Allen, 2001, p. 3) One of the best definitions for diversity I have come across says, "Diversity is the mosaic of people who bring a variety of backgrounds, styles, perspectives, values, and beliefs as assets to the groups and organisations with which they interact" (Rasmussen, 2000, p. 274). A mosaic enables people to retain their individuality while contributing collectively to the bigger picture.

Second, this definition of diversity applies to and includes everyone; it does not rule out anyone. Finally, this definition describes diversity as an asset, as something desirable and beneficial! This change represents a move away from dominance by the white-Anglo male toward an increasingly diverse and segmented population. This workplace will include growing numbers of women, people of color, people of different ethnic backgrounds, aging workers, workers with a variety of physical handicaps, and people with alternative lifestyles.

Only companies that have cultures that support diversity will be able to retain the best talent necessary to remain competitive. Diversity is not the same thing as employment equity.Diversity Pros and ConsManaging diversity is both a challenge and an opportunity for management. It is a challenge because it requires organisational change; it means fostering a cultural environment that values differences and maximizes the potential of all employees. It is an opportunity because organisations that proactively address diversity have a competitive advantage.

They are able to attract, motivate and retain high potential employees. We must begin by recognizing the unique cultures of different racial, gender, ethnicities, abilities, differing lifestyles, etc., provide the basis for new perspectives on understanding organisational behavior. This perspective starts with the assumption that each cultural group organizes and defines experience within its own set of cultural systems. Research has suggested that men, women, and the various minorities do not share a common culture of organisational life.

The implication is that each group identifies, defines, and organizes its experience in the organisation in unique ways (Fine, Johnson, & Ryan, 2002, p.306, 317).A number of factors account for these differing experiences. For instance, women hold lower level positions at lower salaries than men; therefore, they tend to see the organisation from the bottom. Minority employees are fewer in number, so, they view the organisation in an isolation perspective. Second, each group appears most comfortable communicating within their own group.

Third, the cultures of gender and race give unique perspectives on organizing experiences. Women and minorities identify interpersonal barriers as obstacles to their success, while white men see formal structures and policies as eliminating any obstacles. Women define moral order in terms of interpersonal relationships (as cited in Fine, Johnson, &am