The paper "Diversity and HRM in Organizations" is a great example of human resources coursework. The concept of diversity has a significant impact on human resource management. Workforce or group diversity acknowledges and encompasses the concept of difference in age, social status, visibility, gender, disability, personality, sexual orientation, religion, culture and ethnicity, marital status among other aspects. Yet in modern organizations, it is paramount that such a diverse concept is integrated to ensure that everyone is comfortable and valued within an organization. Therefore, group diversity must be visible on the mission, vision, values, goals and objectives of the organization.
In most countries and even organizations, discussions of racism and gender equality have dominated focus. However, the current evident aspect of shifting focus from fighting racism and gender equality among other diversity aspects to embracing diversity is a positive approach to coming up with an all-inclusive society, and for organizations, this responsibility solely lies with the human resource management. Therefore, there is a need to understand group diversity within an organization, its repercussions, and the effective ways of embracing and utilizing it for organizational growth and prosperity.
Therefore, this essay focuses on looking at diversity in terms of effective human resource management, more so, how the HRM can handle diversity issues likely to affect the organizations. However, it is critical to note that such group diversity is a complex aspect and that HRM must put significant considerations on how to integrate diversity in various aspects of its management (Ho, 2007). This essay discusses diversity based on human resource management theoretical approaches. Taking various perspective approaches to HRM such as the action theoretical concepts, this essay discusses how human resource management can use diversity for the development and growth of organizations. There are empirical evidence and proof that organizations that focus on embracing and focusing on diversity have experienced increased customer relation and satisfaction, better supply chain and stakeholder relationships (Triana, Garcia & Colella, 2010).
This is based on the fact that diversity an organization within its internal operations and management, relates to how diverse it accommodates various cultural, religious, social, and economical external communities. This, in turn, leaders to the enhanced relationship between the internal and external aspects of the organization.
All these must peg on the competence role of all the stakeholders. Important to note is that competence within an organization can be best described through an activity theory perspective. Schaper, (2004, p5) indicated that the action theory perspective defines competence through work behaviour monitoring as the ability to ensure self-responsibility at workplaces, in complex situations. However, self-responsibility is more encouraged in organizations where the organization is able to provide employees with the proper and conducive working environment, and this is better done through human resource management.
The ability to bring together, people of different backgrounds to contribute towards achieving the same goal, is complex (Udo-Akang, 2012). Human resource management must, therefore, incorporate diversity right from the recruitment and selection process, up to the performance appraisal and promotion stage. At all times, competency of employees must be prioritized as one of the determining factors of looking at everyone as equal. However, before discussing how human resource management should conduct these processes, it is important to acknowledge that age difference brings about the difference in generations within an organization.
In most circumstances, despite age differences, employees are forced or grouped together to carry out a certain task (Ho, 2007). Modern trends in management such as management by objectives create a scenario that is comfortable with people of certain generation such as generation X while those like baby boomers only prefer little supervision and individual work. The manner in which human resource management is able to incorporate this diversity in achieving organizational goals is critical (Kearney & Gebert, 2009).
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Schaper, N. (2004). Theoretical substantiation of human resource management from the perspective of work and organisational psychology. Management Revue, 192-200.
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Ho, C. (2007). A Framework of the Foundation Theories Underlying the Relationship Between Individuals Within a Diverse Workforce, Research and Practice in Human Resource Management, 15(2), 75-91.
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Triana, M. D. C., Garcia, M. F., & Colella, A. (2010). Managing diversity: how organizational efforts to support diversity moderate the effects of perceived racial discrimination on affective commitment. Personnel Psychology, 63(4), 817-843.
Kearney, E., & Gebert, D. (2009). Managing diversity and enhancing team outcomes: the promise of transformational leadership. Journal of Applied Psychology, 94(1), 77.
Ferdman, B. M., & Sagiv, L. (2012). Diversity in Organizations and Cross‐Cultural Work Psychology: What If They Were More Connected?. Industrial and Organizational Psychology, 5(3), 323-345.