Essays on Workforce Diversity Assignment

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The paper "Workforce Diversity" is an amazing example of a Management essay.   Diversity management is a business concept that encompasses the various ways in which organizations integrate different identities such as gender, sexual orientation, age, racial background, and ethnicity for the purpose of enhancing effectiveness. Katharine (2002) has defined effective management of workplace diversity as the ability of an organization to accept, respect, value, and collect the asset of ideas and knowledge that is special to each person. In the today’ s competition based world of business, diversity management overrides other aspects of organizational culture as it brings many benefits to organizations such as creativity and innovativeness, which are in turn used to enhance organizational performance and ability to compete in the market (Dickmann, Brewster & Sparrow, 2008). Advances in transportation, information, and communication technologies and the integration of the global economy have brought the people of the world more together than before.

For this reason, businesses are investigating ways of capitalizing on this phenomenon to better serve their constituents and achieve strategic objectives. One such objective is being able to attract the most qualified and committed workers.

Research studies (Dickmann, Brewster & Sparrow, 2008; O’ Leary & Weathington, 2006) have indicated that companies that are able to develop and employ the necessary policies and procedures for managing diverse workforces will maintain competitive advantages over their competitors and increase their efficiency and effectiveness. Hence, companies must strive to recruit and retain the best talent if they hope to achieve bottom-line results and statutory missions. Pless and Maak (2004) have explained that in order for businesses to successfully compete for the future, they should be able to draw on the most important resource – the skills of diverse workforces. A number of factors have contributed to the increasing diversity in the workplace.

These include rising numbers of immigrants, joint ventures, and mergers with companies in other countries, an international competition which prompts hiring employees from foreign countries, and the increasing globalization of businesses (Pless & Maak, 2004). Because of the increasing rise in diversity, human resource managers are scrambling to create the most competitive and interesting workplaces so as to compete for the most qualified workers. A compelling argument for diversity management is that employees who get assimilated to other cultures lose the ability to express their cultural values.

This may make them repress certain aspects of their lives skills and talents, which can be beneficial to an organization. Moreover, since assimilate employees commit a lot of time and energy coping with the new environment, they have little time concentrating on business matters. This means that their productivity decreases (Katharine, 2002). Nevertheless, organizations can create workplace diversity by creating increased individual sensitivity and awareness of the potential benefits of differences in sexuality, gender, social class, physical abilities, and ethnic background. In his book, Jayne and Dipboye (2004) have explained that workplace diversity is an issue that concerns all people in an organization.

This is because it influences the characters and expectations which people bring to an organization such as education, career, physical location, and origin. In managing diversity, it is important for organizations to implement non-discriminatory human resource policies. This can only be achieved by creating work environments and organizational cultures which foster compatibility of cultural differences.

References

Alfrieda, D 2001, Workplace diversity: issues and perspectives, New York, NASW Press

Diane, A 2004, Fundamentals of Human Resources Management. AMACOM Div American Mgmt Assn.

Dickmann, M., Brewster, C. & Sparrow, P.R. 2008, International human resource management: A European perspective. London, England: Routledge.

Jayne, E. A. & Dipboye, R. L 2004, ‘Leveraging Diversity To Improve Business Performance: Research Findings & Recommendations For Organisations’, Human Resource Management, Winter, vol 43, no. 4, pp 409-424.

Jones, D., Pringle, J. and Shepherd, D. 2000, “’Managing diversity’ meets Aotearoa/New Zealand” Personnel Review Vol.29 No.3.

Juran, J 2004, Architect of quality, New York, NY: McGraw-Hill.

Katharine, C 2000, Workplace diversity, Boston: Adams Media

Mathis, R. L andJackson, J 2010, Human Resource Management, New York, Cengage Learning.

O’Leary, B. J. & Weathington, B 2006, ‘Beyond the Business Case for Diversity in Organisations’, Employee Responsibilities and Rights Journal, December, vol 18, issue 4, pp 1-10.

Ollapally, A. & Bhatnagar J. 2009, ‘The Holistic Approach to Diversity Management: HR Implications, The Indian Journal of Industrial Relations, January, vol 44, no. 3, pp 454- 472.

Pless, N.M. & Maak, T 2004, ‘Building an Inclusive Diversity Culture: Principles, Process, and Practice’, Part 1, vol 54, issue 2, Journal of Business Ethics, October, pp 129-147.

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