Diversity Management Paradigms: Aldway – Case Study Example

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The paper "Diversity Management Paradigms: Aldway" is a wonderful example of a case study on human resources. Over history, Australia has existed with less emphasis on the composition of its workers. However, with increasing aging in Australia and the dominance of traditional workers, managing diversity within firms is gradually becoming important. McKay, Avery, and Morris, (2009) argued that that to sustain current economic development, organizations will require employing more non-traditional staff to manage diversity and to recognize its advantages. Mor Barak (2014, p. 235) described diversity management as voluntary organizational practices that are formulated to build significant inclusion of staff from different cultural settings.

Aldway is one of the Australia firms which have operated with less focus on workers’ composition in the past. However, it now finds itself in a different labor market structure which encourages diversity (Steers, Nardon & Sanchez-Runde, 2013, p. 57). Therefore, this paper will discuss the current policy and environment of Aldway, and identify the rationale for workplace diversity which the company seems to emphasize. In addition, the paper will identify common barriers to the inclusion of workers from diverse backgrounds and recommend approaches to manage diversity within this organization. Analysis of the current policy and environment of Aldway Diversity Management Paradigms Research shows that the labor market structure in Australia has greatly changed over the years.

Kamal and Ferdousi (2009, p. 159) opined that managers now recognize the need for a diverse workforce not just as a marketing tool but also as an approach of empowering the society especially women, people with disabilities, and particular ethnic groups. In reaction to the increasing diversity within the labor market in Australia and across the globe, around the world, Aldway formulates specific programs and policies to improve recruitment, promotion, inclusion, and retention of its workers who have different needs different from ones from the privileged stratum of the society (Mor Barak, 2014, p. 235).


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