Diversity and HRM in Organizations - Coursework Example

Diversity and HRM in Organizations Name: Institution: The concept of diversity has 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 lie with the human resource management. Therefore, there is 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 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 action theory perspective. Schaper, (2004, p5) indicated that the action theory perspective defines the competence through work behaviour monitoring as the ability to ensure self-responsibility at work places, in complex situations. However, self-responsibility is more encouraged in organizations where the organization is able to provide employees with proper and conducive working environment, and this is better done through the 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 every one 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 of 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). Critical HR issues concerning diversity management One of the major critical issues, which have dominated diversity management, is discrimination. Discrimination against gender, ethnicity, race, religion or culture still poses serious threat to the existence and growth of various organizations. More talked about is the glass ceiling that prevents women from attaining certain positions in organizations. How an organization handles such issues base on how its HRM tackles diversity within organizations and discrimination against culture is a critical factor (Schaper, 2004). Human resource management must focus on understanding the cultural and religious differences that exist within the organization and come up with policies that integrate such diversity in forming a common unit or group within the organization. Human resource management strategies and policies must not infringe on an individual’s cultural or religious practices. Evidently, it is understandable that diversity is a complex aspect that requires contribution of everyone within the organization. However, creating awareness and ensuring an all-inclusive environment and positive spirit within the organization, majorly lies with the human resource management (Shen, et al., 2009). The manner in, which human resource management handles employees, right from the recruitment process to the hiring process, significantly determines how these employees will embrace and positively acknowledge the difference in others. Implementation of diversity framework in HRM Implementation of diversity framework in HRM has become a significant focus to ensuring improved diversity management. Of focus has been on utilization of management philosophies such as affirmative action and effective employee organization. These aspects critically ensure balance of diversity within the strategic level (Kearney & Gebert, 2009). For effective implementation and adoption of diversity, HRM must create a culture that nurtures teamwork, cohesiveness and participation. More importantly, the culture of diversity must be visible in the mission and vision statements of the organization. Since the effectiveness of policies and strategies significantly depend on the resources committed to it, organizations must commit leadership and resources towards embracing diversity (Ho, 2007). Proper HRM diversity practice starts with measuring diversity and how it is managed. This requires the reliance and constant consultations given to the policies and documented records as guidelines. There is need to understand how HRM can embrace diversity through considering diversity at the tactical level such as recruitment and selection, training and development, appraisal or promotions and pay. Recruitment and selection One of the most critical HRM strategies in ensuring diversity is through managing group diversity with the aim of increasing the number of women or minorities and their representations within the organization. Shen, et al, (2009, p9) indicated that the recruitment and selection process by the HR should not focus on the ‘attraction-selection-attribution cycle’ since such systems discourage multiple cultures within the organization. The professionals who conduct the interviews must understand the extent at which their attitudes, beliefs, stereotypes and opinions influence the interviewee’s behaviour. The impression created by the interviewers about the organization as they conduct their interviews, creates the first picture of what the organization is to the interviewees (Weber & Kabst, 2004). More importantly the selection process should not focus on the decision makers shared values only, but should incorporate the overall good of the organization. Training and development After recruitment and selection, the most crucial stage that the HRM can ensure proper integration of people of various diversities is in training and development. Quality training is that which must focus on diversity awareness as a factor that integrates diverse group members. In order to achieve a common understanding, the HRM must focus on awareness training as the pillar to ensuring social cohesion, thereby improving organizational and individual outcomes for better development. A successful HRM training and development outcome is visible when trainees come out of the training program with positive attitudes towards diversity (Udo-Akang, 2012). The HRM should be able to quantise and find out whether the training results to change in perception towards diversity in a positive way. However, prior to achieving such expected positive results, the organization must first develop a training mechanism that is able to bring out such outcomes, through ensuring clarity in training assessment needs. The training objectives must focus on clearly enabling the participants to understand whether it is meant to expand multicultural skills or heighten diversity awareness. More importantly, the training process must incorporate psychological research on social stereotype linked to reduction in prejudice. For effectiveness of the diversity enhancement in training and development, a top-down training mechanism should be adopted is possible (Weber & Kabst, 2004). This will ensure that senior managers get diversity and teambuilding training and awareness first as the pioneers. This is critical since when the management lead by example, other members of the organization will follow suit since they shall have considered the leadership as a servant type of leadership, which is currently the most effective leadership style for successful organizations. However, another significant aspect to consider during the training is that the success of the process depends on how it is linked to the strategic objectives. Various literatures on diversity within an organization suggest that its incorporation during the training process ensures achievement of highest level of productivity within short periods. However, one notable fact is that is this is checked and incorporated; chances of conflict arising within the work groups are high within this short period. More importantly, the developmental stages of trainees and employees play a critical role in determining how group diversity progresses. Careful attention should be given to career planning and professional development when coming up with policies that govern diversity management. The HRM practices dealing with progression must focus on ensuring that there are no negative perceptions developed by employees. In order to promote such career progression, the HRM should ensure that at all times; the minorities are represented in the evaluation and selection committees. This will translate to equal opportunities for personal development and promotion to all employees (Guillaume, et al., 2013). In addition, such minorities should also be included in the selection, evaluation and promotion of managers. Diversity scholars also put a lot of emphasis on mentoring as another significant strategy effective in managing diversity. A senior mentor must be selected, who match, the minorities to ensure under-representation as a way of going through the invisible barriers and need for career advancement. Appraisal An objective approach to effective performance practices should be adopted to encompass the appraisal process. Critical to note is the fact that diversity cannot be ensured through subjective approaches, and hence objective approach is the best mechanism. The appraisal should be fair and just to all employees (Kossek, Lobel & Brown, 2006). There should be no special treatment when diversity is considered during appraisal. In order to ensure that this is achieved, the appraisal team should incorporate non-traditional managers since they are in a better position to offer fair and objective practices towards performance appraisal. The HRM must ensure that the appraisal focuses on individual’s competence and performance rather than ethnicity, race, gender or personality. This ensures that the focus of the performance appraisal practice is to ensure a culturally neutral process. Pay How employees are paid is another critical aspect that HRM must ensure equality in order to ensure adoption of an effective diverse culture. For proper organizational performance and effective management of diversity, there must be equality in the paying process. Employees of the same job group or job category to should be subjected to equal payments (Shen, et al., 2009). Remuneration demands for absolute adoption of the principle of equality. The compensation structure, benefit schemes, wage determinants must be developed based on ability, skills, knowledge and common principles. In order to promote diversity, individual-driven system of remuneration must be the centre of focus. In addition, ensuring efficient employment and workload balance must focus on flexible working systems (Ferdman & Sagiv, 2012). This will not only help employees perform better, but also balance personal/family problems with work without diminishing their professional outputs. In conclusion, looking at the above mentioned issues, it is evident that managing diversity requires the adoption of an impartial approach towards managing human resources. Commitment to diversity within an organization starts with the top management. When there is clear evidence that the top management prioritizes diversity, the concept will trickle down to other employees through practice. Therefore, it is important that HRM identifies a perception measurement mechanism that promotes and determines the effectiveness of diversity. In addition, it is evident that promotion and adoption of diversity within an organization roots in the human resource management, and hence the human resource managers must focus and be ready to adopt it at all levels. The HRM must develop policies and strategies focusing and prioritizing diversity right from the selection and recruitment process up to the appraisal and payment level. References: Shen, J., Chanda, A., D'Netto, B., & Monga, M. (2009). Managing diversity through human resource management: an international perspective and conceptual framework. The International Journal of Human Resource Management, 20(2), 235-251. Schaper, N. (2004). 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