Diversity as the Variation in Cultural and Social Identity - Essay Example

wаrds an Inсlusivе Wоrkрlасе: Divеrsity Маnаgеmеnt Аррrоасhеs and Strаtеgiеs Student’s Name Institution Тоwаrds an Inсlusivе Wоrkрlасе: Divеrsity Маnаgеmеnt Аррrоасhеs and Strаtеgiеs Introduction Different scholars have defined the term ‘diversity’ differently. Kamal (2009) defines diversity as the variation in cultural and social identity among different groups of people living in a market setting or any other defined environment. On the other hand, Green (2010) defines ‘diversity management’ as the acknowledgment, acceptance and understanding of differences in people without regard to race, class, age, disability, gender, sexual orientation, ethnicity etc. Over the past few years, diversity has proved to pay a major role in the organizational life owing to increased workforce diversity, growth in globalization, and changes in job complexity. According to Kossek et al. (2013) increased globalization across the world calls for more and more interaction among people of different backgrounds as life or even the general work environment is no longer insular as it used to be some decades ago. People are now competing within the confines of a global framework that defines the global economy. In the same vein, Kamal (2009) explains that diversity remains a perennial underdog in the modern world of industrialization as workplace settings present unrelenting demands for a mutual interaction among people from different backgrounds. Consequently, for non-profit and profit driven organizations, to remain equally competitive, there is an urgent need to capitalize and maximize on diversification as an important management aspect. The group observes that managers and supervisors will have to recognize the evolution and changes taking place within workplace settings so that their managerial skills not only reflect multicultural work environment but also accommodate diversity in global perspectives. This research paper will serve to provide an in-depth understanding of the concept of diversity, the different paradigms involved as well as the varied approaches adopted in a multi-faceted work environment. The design and basis of the study document would be to effectively assist managers in leading different workforces whose backgrounds are varied. Overall, the study paper will seek to bring out an understanding of workplace diversity, discuss the challenges as well as the benefits that would accrue from proper management of diversity in addition to advising on the most effective strategies in supervising diverse workforces in the modern-day world. Why is Diversity Management Important in Australia? The importance of careful diversity management cannot be overemphasized: Organizations that create a harmonious and inclusive work environments attract the best available workers in the market since their reputation with jobseekers is enhanced (Waterhouse et al., 2013). Secondly the employees who feel appreciated and valued are likely to perform better from the resultant motivation and the opposite is still true. The scholars further explain that careful studies, of different models, have found out that an inclusive and harmonious work environment gives the employees a sense of engagement and commitment thereby boosting the overall organizational performance. Paradigms in Diversity Management Kamal (2009) Identifies three different paradigms in the management of diversity. The first paradigm is the Discrimination and Fairness Paradigm which focuses on the provision of equal opportunities and fair treatment when recruiting employees for an organization to serve at varying cohorts. He argues that the companies in this cadre are known to initiate mentorship cum career development programs for women and people of color as well as training the existing workforce on the need to embrace people from different cultural backgrounds. However, he cautions, that this paradigm assumes that whereas the staff composition gets diversified, the work settings do not. Reportedly, the Hp company is said to have adhered to this paradigm in the late twentieth century in its quest to establish a workplace of affirmative action through the provision of equal employment opportunities devoid of any form of discrimination. The second model is the Legitimacy and Access Paradigm that believes in celebration and acceptance of diversity. This paradigm is characterized by companies that operate in business environments where customers are multi-cultural thereby posing an imminent threat or providing a clear opportunity for the company (Kamal, 2009). Kamal (2009) further explains that the Hp company stuck to this model in the late nineties which greatly enhanced the creation of an inclusive work environment where all the employees were equally valued. The open culture at Hp created an environment of mutual understanding and trust such that all the employees were out to not only do good but also give their all in the best interest of the organization. By so doing, the company flourished and its profit were on an upward trend for years. The third approach is the Effectiveness and Learning Paradigm which is pegged around an overarching integration theme. According to Kamal (2009) this standard of diversity management allows organizations to adequately understand and internalize the existing differences among its employees so that it harnesses them for its own good. The Hp company continues to abide by this policy even in the 21st century by bringing out the differences to the society and market place as well. However, Neville & Lohmann (2014) warn that this is only realistic through years of initiative and experience. All in all, a concoction of the three strategies or paradigms stands a better chance of ensuring effective management of diversity in our work environments. The Demographic Context in Embracing Diversity Neville & Lohmann (2014) observe that with the ever changing demographics in the world’s work environments, a number of aspects are slowly buts surely coming into play: a) Age – In Australia, the number of ageing members of the population exiting the workforce has, of late, exceeded the number of new entrants. The pair explains that the growing gap between the supply of required workforce and the actual demand provides a rare opportunity to secure important skills from different groups as well as tapping of important talents. b) Gender – Across Australia, the proportion of women in the workforce has consistently been on an upward trend in the recent past. This has been precipitated by implementation of legislation changes advocating for equal pay for work, gender notwithstanding (Neville & Lohmann, 2014). The two further observe that this has also been compounded by increase in the number of women seeking further education and recent changes in working conditions providing for maternity leave and flexible work options. c) Disability – it is estimated that about 20% of the current Australian population has got some form of disability with the percentage expected to increase in the near future as a consequence of the ageing population (John, 2012). Subsequently, several organizations have taken note of this and are aggressively working towards increasing diversity competence to accommodate everyone. Challenges in the Management of Diversity in a Workplace No doubt that the management of diversity involves more than the mere acknowledgement of differences among people that make up a given workforce. Green (2010) argues that it encompasses value recognition in the existing diversity by promoting a culture of inclusiveness and combating discrimination. This is because insensitive managers face the challenge of poor productivity at work and loss of personnel as a result of discrimination or prejudice. Negative behavior and attitudes have been known to hurt organizational diversity by creating harmful working relationships that tend to demoralize staff. In addition, such an organization risks the initiation of legal proceedings by disgruntled employees who may seek compensation for the apparent ‘mistreatment’ at place of work. Dermol & Rakowsk (2014) observe that several companies in Australia still face a myriad of challenges in the management of diversity. Some of these challenges are as discussed below. a) Hiring freeze and budget cuts – Dermol & Rakowsk (2014) point out that budgetary cuts and financial limitations have dealt a major blow to the quest for effective diversity management in Australia. It is these funding uncertainties that force most companies to develop and retain existing employees hence make it difficult to bring on board new talents. b) Compromise on employee performance and quality – A considerable number of Australian employees have at one point or another raised concerns over increased workloads, lack of development opportunities, low grade jobs and undefined advancement or promotion paths (Davidson, 2011). This coupled with poor minority representation at the senior most management levels have already created unprecedented notion that such groups have very limited chances for growth in the corporate ladder. As expected, this has been a major cause of employee attrition in our organizations. The quest to establish a worker environment that is responsive and supportive to the people living with disabilities has also made it difficult to recruit and higher hire qualified staff. Apparently, in the long run, there will be need to engage the services of special hiring authorities who possess the necessary resources and skills in the recruitment processes. c) Lack of full-time positions for interns – Davidson (2011) notes that the limited vacancies available for qualified students who take up positions with most of the Australian companies has been a major blow in the plans to recruit from diverse backgrounds and importantly accommodate the minority groups through the affirmative action. In addition, the same organizations are also finding it quite an uphill task to develop and plan effective strategies that support smooth transition from interns to competitive full-time workforce. d) Lack of effective communication – Most employees across Australia have complained of poor communication channels at their places of work (Green, 2010). The challenge lies in creating open communication lines that coordinate activities between the various cohorts making up these organizations. Besides, the communication has to respect and uphold the diversity of ideas, thoughts, and opinions of all employees without consequences of reprisals. The reluctance of co-workers to engage openly in diversity conversations make it difficult to address the concept of inclusivity. e) Negative culture at the work place – British Association for Supported Employment (2013) explains that when customers and employees feel supported and welcomed at a great workplace, transformational outcomes are almost guaranteed. However, a culture of positivity calls for more work to be done in challenging the prevailing negative feelings, thoughts, attitudes that guide the day-to-day activities at all levels of the organization. This is because such decisions have got the ability to either hinder or promote fair and inclusive recruitment procedures. The Fundamental Steps in Diversity Management According to Ingold & Stuart (2010) a considerable number of effective managers is well aware of the vital skills required in the creation of a successful and diverse workforce. First and foremost, the pair observes, managers must be made to appreciate the challenge of discrimination at the workplace and its possible consequences. Secondly, organizational executives, from the very top, will also have to acknowledge their individual prejudices and biases that threaten co-existence of employees from different backgrounds. This should be guided by the knowledge that individuals remain unique and their respective character does not necessarily represent the conduct of any particular group. Unfortunately, there exists no single recipe for success in the management of diversity for any given organization (British Association for Supported Employment, 2013). Rather, the failure or success of an organization, is mostly dependent on the managerial abilities exhibited in a bid to understand that which is in the best interest of the organization subject to workplace dynamics and the need for teamwork. Kamal (2009) argues that diversity management is a complex process that entails the creation of an all-inclusive work place and consequently a good manager will require personal awareness to succeed. To challenge and change the biased character of people, organizations will have to invest in a continuous training programs for both managers and their associates (Dermol & Rakowsk, 2014). At the management level, the executive will have to appreciate that fairness won’t simply translate to equality and that diversity management will call for more than simply affirmative actions and provision of equal employment opportunities. Generally, managers will have to push for change while at the same bear in mind that the journey to effective diversity management is a long term process. Moreover, it will be prudent for managers to promote the establishment of safe places for associates where dialogue is given a chance and individual members have an opportunity to candidly speak out in social and business gatherings (Ingold & Stuart, 2010). Mentorship programs should be implemented for associates to fully benefit from any upcoming opportunities as well as access corporate information at any given time, as need may be. At the same time, the associates shouldn’t be denied an opportunity to correct their mistakes through constructive feedback towards their journey to success. Implementation Strategies in Diversity Management For effective diversity management to become a reality a number of measures will need to be incorporated in the whole picture (Ingold & Stuart, 2010; Dermol & Rakowsk, 2014). To start with the various leaders involved in spearheading the quest for diversity should encourage the aspects of inclusivity and equality in offering employment opportunities. This should go hand in hand with integrating diversity into the mainstream business planning. The commitments to diversity should not only be accounted for through organizational policies but also by way of concrete evidence embedded in strategic plans, service agreements and improvement frameworks. Thirdly, diversity should be incorporated in the relevant practices and policies starting with the human resource recruitment policies, description of advertised positions and also in the selection criteria for staff. To add onto that, adequate development and leadership opportunities should be provided to enhance employee understanding of the concept of inclusion and diversity (John, 2012). Such an initiative will not only ensure that all the employees are diversity confident but also serve to equip them with the necessary capabilities and skills required to effectively deliver services to the society at large. To cap it all, any forms of indirect or systematic discrimination should be identified and addressed on time to meet the dynamic expectations of both women and men on equity, fairness and diversity. Key Performance Indicators It is important to keep track of the progress that an organization makes in its diversity management programs. This is the only sure way to ensure to evaluate the success being made in meeting organizational objectives as well as identifying the specific areas that call for improvement (Kossek et al., 2013). The scholars observe that one of these evaluation criteria is gauging the success rates in the promotion and retaining of employees of diverse backgrounds. This will help bring out the issues faced by certain employee populations and consequently be able to close existing gaps in the HR policies. Secondly, the effectiveness in diversity management can be evaluated by way of periodic Pulse Check Assesses to gauge employee perception of harmony and inclusion in an organization. Thirdly, exit interviews should be conducted for employees leaving the organization to determine the reasons behind their leaving and consequently the areas that need to be reviewed. Fourthly, employee focus groups can be held regularly so that any upcoming grievances are heard and addressed in a timely manner before things spill out of hand. All these should finally be capped by interrogating the relationship between junior employees and their seniors (Davidson, 2011). Conclusion In the modern day business environment, a diverse workforce gives a reflection of a dynamic work place. Proper harnessing of diversity in any workforce has been known to bring immense value to the respective organizations sine the respect for individual differences in the work place creates the much needed competitive edge and enhances productivity at work. Among the associates, diversity management, creates a safe and fair environment where challenges as well as opportunities are available to everyone regardless of gender, sexual orientation, ethnic backgrounds etc. In sum, though a good number of companies across Australia have strived to align themselves with the emerging paradigm of diversity management, to ensure cultural synergy in the workplaces much still remains gapping. Consequently, to attain the much needed sustainability and the competitive advantage that results from diversity, there is need to constantly monitor and realign organizational strategy with the issue of diversity. Since most work environments are characterized by different cultures, for success to be realized, organizations must learn and adapt to the management tools required in educating such a work force. References British Association for Supported Employment (2013). Submission to the Government Review of Disability Employment Strategy. BASE Unit 4, 200 Bury Road, Tottington, Lancashire, England Davidson, J. (2011). A qualitative study exploring employers’ recruitment behaviour and decisions: Small and Medium Enterprises. Department for Work and Pensions, London Dermol, V. & Rakowsk, A. (2014). Strategic Approaches to Human Resources Management Practice. ToKnowPress Bangkok · Celje · Lublin Green, K. (2010). Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools. U.S. Department of Agriculture Ingold, J. & Stuart, M. (2010). Employer Engagement in the Work Programme. University of Leeds John, E. (2012) The Challenges in Developing a Strategic Approach to Managing Diversity. Toulouse Business School, Touluse Kamal, Y. (2009). Managing Diversity at Workplace: A Case Study of Hp. ASA University Review, Vol. 3 No. 2, July–December, 2009 Kossek,E., Sharon A., & Brown, J. (2013). Human Resource Strategies to Manage Workforce Diversity. Australian Human Rights Commission Neville, A. & Lohmann, R. (2014). Consumers front and Center: What consumers really think about Disability Employment Services. Australian Federation of Disability Organizations Waterhouse, P., Kimberley, H., Jonas, P. & Nurka, C. (2013). What would it take? Employer perspectives on employing people with a disability— Literature review. Group Training Association of Victoria Read More