Essays on Google Australian and How It Conducts Its Workforce Diversity Initiatives Case Study

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The paper 'Google Australian and How It Conducts Its Workforce Diversity Initiatives" is a good example of a management case study. The changes in the demographics of the workforce, an increase in the number of employment opportunities and the continued expansion of globalization has resulted in an increase in workplace diversity. Any organization that offers equal employment opportunities is therefore characterized by the existence of diversified employees. Workplace diversity can be described as a collection of different people that work together for a common objective (Hankin, p67). When the workforce is diverse, numerous challenges are bound to arise.

However, several benefits can also be attained from a diverse workforce. It is therefore essential for Human resource managers to manage the existing diversity in order to get desired benefits. This paper seeks to examine how managing a diverse workforce can contribute to an organization’ s sustained competitive advantage and meet the needs of its employees. The scope of the analysis will be grounded on providing a case of Google Australian and how it conducts its workforce diversity initiatives. How managing a diverse workforce can contribute to an organization’ s sustained competitive advantage and meet the needs of its employees Studies have shown that organizations that hire and support a diversified workplace of ethnic, religious and cultural backgrounds and then manage the existing diversity effectively, can develop a sustainable competitive advantage.

A case in point is a study conducted by Ali et al (p2) on gender diversity in the workplace discloses that managing gender diversity in the workplace has the ability to influence the existence of a sustainable competitive advantage. The study majorly focuses on examining the linear relationship that can be attained from the resource-based view of the firm, whereby the business uses its resource to gain a competitive advantage.

The findings disclosed the existence of a U shaped curvilinear relationship which demonstrates that there can be a difference in the findings on the basis of the existing industry differences. In addition, both positive and negative implications on the competitive advantage of the business can be attained. An underlying assumption of the study, however, is that managing gender diversity can bring about a competitive advantage for the firm.

For instance, when men and women are integrated together in teams/ departments, the arrangement can bring about positive implications on the processes and performance of both the departments and teams in different levels of the organization. In the long run, the company will be able to attain a competitive advantage over other firms. The study, therefore, encourages Human resource managers to increase diversity in terms of gender at different levels of the organization (Ali et al (p2). According to Saxena, (p77) human resource management is usually concerned with managing the human aspect of the organization.

This basically implies that managing workplace diversity is an essential activity for human resource managers. When organizations recruit employees from different genders, perception, attitudes, religion and caste, there is a need to ensure that the employees work towards meeting the objectives of the organization. Although managing workforce diversity is a difficult task there is need for Human resource managers to be actively involved in the practice, this will, therefore, result to attaining a cardinal interpersonal relationship within the work environment. The existence of a cardinal working relationship then becomes an incentive for the smooth functioning of the company.

Based on the fact that an organization is a network of people who work together in order to attain certain objectives, if the objectives are constantly attained then productivity is attained and in the final, a sustained competitive advantage can be attained from the improved performance (Saxena, p77). The model can be illustrated by figure I. 0 below

Works Cited

Ali, Mohammed, Metz, Isabel and Kulik , Carol. Workforce gender diversity: Is it a source of competitive advantage?, 21st ANZAM conference, Sydney, Australia.

Hankin, Harriet. The New Workforce: Five Sweeping Trends That Will Shape Your Company's Future. AMACOM. 2005.

Google Australia. 2015. Retrieved From

Kossek, .E., Konrad, P and Pringle , M. ‘Human Resource Strategies to Manage Workforce Diversity,’ in Handbook of Workplace Diversity, Sage, pp. 54–74.

Simons, Starlene and Rowland , Kimberly. Diversity and its impacts on Organizational Performance. Journal of Technology Management & Innovation, J. Technol. Managing Innovation. 2011. Volume 6, Issue 3

Shena J. et al. Managing Diversity through Human Resource Management: An International Perspective and Conceptual Framework .The International Journal of Human Resource Management. 2009. Vol. 20, No. 2, 235–251.

Pride, William and Hughes, Robert, Kapoor , Jack. Business . Cengage Learning, 2009

Saxena, Ankita . Workforce Diversity: A Key to Improve Productivity. Procedia Economics and Finance 11 ( 2014 ) 76 – 85.

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