Managing Workforce Diversity - Literature review Example

Managing Workforce Diversity Name: Tutor: Course: Date: Introduction This essay explores the inclusion issue for today’s managers in developing strategies to manage diversity and provide for an all inclusive environment in the organization. It also established that organizational culture is paramount in facilitating an all inclusive environment where workforce of different groups achieves organizational vision and goals (Moran & Volkwein 1992). Workplace diversity involves appreciating the input of disadvantage or minority groups through influence, qualifications and numbers. These groups include older people, women, and the disabled, those from minority ethnic groups, sexual orientation, and religious affiliations. Organizational culture influences its climate and how individuals within the organization perceive the practices. The authors contend that rewards, procedures and practices affect the perceptions of employees to the organization (Fujimoto Hartel & Azmat 2013). In understanding organizational success, organizational culture and its perceived role remains contested with regard to cultural perceptions either as a change-resistant, historically-based, and deep social system underpinning all organizational action and strategy, or simply an aspect of the manipulable, total organizational system in form of surface structures like rewards. The role of organization culture in developing this inclusive environment therefore can never be underestimated (Carrington et al 2000). Managing workforce diversity to managers is critical for organization success Changes in markets and society are responsible for advances in workplace diversity. Managers are compelled by globalization processes to handle global suppliers and customers due to mass movement of people and changing lifestyles. Managers are increasingly realizing that to become competitive and strategic, workplace diversity cannot be neglected. According to Barbosa and Cardoso (2007), workplace diversity is essential. However, they note that there is still a traditional preference for strong organizational cultures encouraging behaviors and patterns that are uniform. Managers are advised to place crucial changes in organizational culture to benefit and attract diverse workforce. Higher education has been noted to be one area consistent with demographic diversity owing to staff and student exchange across the borders (Day 2007). For instance, the Socrates, Erasmus and many European programs currently support research, teaching and learning into diverse European cultures. Carrington et al (2000) advises managers to take advantage of the legal and moral platforms that have been created to deal with workforce prejudice, diversity and discrimination. They should hold more managerial and pragmatic vision of valuing diversity. A new approach called diversity management advanced in 1980s was termed by Ivancevich and Gilbert (2000) as steadfast in rewarding, recruiting, retaining and promoting heterogeneous mix of employees. Barbosa and Cardoso (2007) conclude that multicultural and international environment like universities demands diverse workforce management. It asserts that an inclusive culture needs to be encouraged to foster free debate of ideas and values diversity. Day (2007) calls on organizations not to be defensive to racial and cultural differences. It accepts that people are naturally insensitive to others. The managers, it notes, should avoid giving offence to individuals and groups but manage grievance and prevent harassment. The author discusses the developmental and defensive approach in which emphasis should be placed on culture rather than a mere focus and understanding of race. It argues that managers should not be reactive to conflicts, alleged harassment and unfair treatment but guide employees to follow a developmental route that all for cultural difference management (Carrington et al 2000). It suggests training as important from a managerial perspective to engender interactions, experiences, exchange of impressions and alleviate problems among learners. Day (2007) summarizes that effective management practices and clear policies are essential in providing a working environment with minimal discrimination, harassment and equal career opportunities. Fujimoto, Hartel and Azmat (2013) undertook a study on racial diversity in US corporations. It found out that the degree of fairness perceived either pushes people apart or pulls them together by fostering exclusion or inclusion. It notes that injustice work incidents and work discrimination arise from organizations where managers fail to observe dimensions of diversity such as race, gender, and disabled persons. Managers have great obligation to uphold workplace diversity if they are to reap positive cognitive outcomes like ideas, greater creativity and innovation brought about by employees of different social backgrounds. Cox and Blake (2001) obtains that negative effects of diversity is realized in terms of negative behavioral and effective outcomes like low social cohesion, relational conflicts, out-group categorization and high staff turnover owing to employee’s perceived dissimilarity. Hicks-Clarke and Iles (2000) suggests that gender is of particular concern in a business case dubbed to manage diversity. They note that the current increase in workplace diversity is due to recruitment pools, stakeholder demands and customers need a response from the organization. The authors concur that managers of organizations that value or manage diversity gain strategic advantage or competitive edge. They observe that an inclusive environment maximizing on talents and full creativity through motivation, retention and recruitment allow for better communication from diverse markets and customers (Ely & Thomas 2001). For instance, people of minority communities in the US and UK is seen to have increased than white sector population which implies a better workforce in the future. Women have also increased at larger degree in all levels. According to Hoobler, Basadur and Lemmon (2007) there are benefits from diverse workforce such as greater creativity, innovation and renewal apart from sustaining a competitive advantage by companies. They also increase their chances for organizational survival. They maintain that companies supporting and managing diverse cultures remain competitive and retain talent in the future workplace. The suggested diversity management initiatives include recruitment, individual development, organizational development and external-outreach efforts. A web based survey of Fortune 1000 companies carried a research in 2006 which identified groups targeted for workplace diversity initiative. Race was of concern followed by gender, ethnicity, disability, sexual orientation and religion in that order (Moran & Volkwien 1992). The authors point to three pillars required for successful workplace diversity such as direction, strategy and perseverance. It calls on companies to regularly conduct employee surveys, employment data, 360-degree feedback, focus groups, benchmarking and diversity specific surveys. Iverson (2000) identified issues that concern employees led by the hospitality industry. They lament that when diversity is mismanaged, the effects are long-reaching on productivity and employee satisfaction. They observe that employees who see themselves as valued in the organization are highly innovative, involved and more conscientious. She notes that minority group members continue to be less valued owing to prejudice, ethnocentrism and stereotyping. When employees are denied access or are unfairly treated lead to negative work consequences like inhibition of motivation, work abilities and reduced job performance (Day 2007). The author hails the success of the hospitality industry which has improved workplace climates of high productivity, safety and service. Kundu (2003) agrees that diverse populations culturally live in all countries world over. Immigration is on the increase while employees who did not leave home are likely to face multicultural workforce in organizations and local companies. Future organizations human resource is steeped in more minorities, increased number of women and ageing workers among others. These organizations with diverse workforce provide superior services since they can tap on niche markets and diversified workforce. Managing and creating a diverse workforce is a social and moral imperative in all societal segments. Since economies are shifting from manufacturing to service, diversity gains ground on communications and interactions (Cox & Blake 2001). Organizations will be able to enter the international arena. Innovation and creativity will be enhanced while diverse teams enhance flexibility, adaptation to change and rapid response. For instance, Indian companies have increased participation of women in leadership and management to increase acceptance from international customers and suppliers. Kwak (2003) in his The paradoxical effects of Diversity examined in depth the Fortune 500 companies in which they obtained that strategy, human resource practices and organizations culture determines if diversity drags down or boosts performance. He observes that groups approach to diversity was crucial just like the magnitude of diversity displayed. The groups endorsing diversification in the workforce out-numbered those lacking the integration-and-learning approach. Lewis (2000) argues that separation of work and family domains reflected in the traditionally gendered division of labor has influenced UK’s gender differences in occupational attainment. It notes that work-life practices and policies are potential to the enhancement of opportunities for women in the workplace as well as men getting involved in family life. However, this has not been achieved due to persistence of negative workplace culture. These issues are still huge and require a meaningful change in shared practices and assumptions. The role of organizational culture in developing an inclusive organizational environment Lewis (2000) appreciates that the male work model is still entrenched in many organizational cultures even when other aspects of culture change are being reflected in the real world. The organizational historical experiences shows that male model was highly functional in the yesteryears but has least changed to a supportive work-life culture where values, beliefs and assumptions are shared. Long hours at the workplace are seen to represent productivity and commitment among the middle class but undervalue part time workers. The current work place in the industrial area still reflect traditional male dominated work but the service sector is has valued favours and entitlements with work commensurate to pay. They encouraged family life participation by offering paternal holidays and leave for women to attend to their young babies. Long hours are no longer associated with commitment or productivity and flexible systems. Moran and Volkwien (1992) concur that culture and climate are intertwined. Organizational culture influences its climate and how individuals within the organization perceive the practices. The authors contend that rewards, procedures and practices affect the perceptions of employees to the organization. Culture refers to the wider term of pattern of mores, beliefs and values. Most workplaces in the US contend to a white dominated world with dominant heterogeneous culture. This refers to the power and access to resources from the group. They advice a breakdown of barriers in these groups to remove individuals and organizations from prejudices since culture affects access to resources, equal opportunity policies and how individuals view the policies (Ely & Thomas 2001). Women and minorities are aware of the restrictions on opportunities and advancement than white men. Ethnic minorities have greater positive attitude that does white women thus supporting a more diverse work environment. Wilson (2000) suggests that management of diversity should go beyond the differences chiefly protected by law such as race, ethnic origin, gender, marital status and disability. He notes that culture can be changed, manipulated and influenced and consequently manipulates members and its organization. An organizational culture can have a number and hierarchical positions of an ethnic minority being an outcome and manifestations as well. Culture in an organization develops by way of problem solving. Alvesson and Billing (1992) point to organizations being gendered from a simple head count or pointing to organizational and job areas. The lack of progression among employees from disadvantaged groups results from being perceived as different from the mainstream. This can be linked to personal procedures and policies in the form of distributive justice and procedural justice. Appointments will be made on merit if the organization believes in equal opportunity policy, promotion procedures and systematic selection. For instance, the Partnership policy was not sufficient to discourage young mothers for seeking other employment despite generous maternity pay and equal opportunity. Language or stereotyping affects organizational behavior since well intentioned human resource policies are undermined by human frailty (Moran & Volkwein 1992). For example, at Engco there were ethnic jokes so insensitive to minority employees. This situation was exacerbated by static recruitment, old fashioned attitudes and caution. The situation at Partnership was such that fatherhood was verbally approved, espoused and combined with paternity leave while unraveled the underlying assumption. Culture also provides a deeper meaning of the inter-linking work processes that may be puzzling. For instance, the Mediaco case demonstrates an inter-link of symbols and overlaps that showed youth, sexual appeal and valorisation of appearance. Engco and Mediaco women were not taken seriously if they behaved normally and rejected if behaving anormative. Some companies would want their employees to behave their way while others encourage pre-existing educational differences. O’Leary and Weathington (2006) points to proper management as a diversity process and its outcomes besides just spending money, extensive time and resources to make a justification on diversity. It affirms that demographic diversity is a reality in the current workplace. The workplace is more diverse in sheer numbers and composition than before and even more diverse in future. Ely and Thomas (2001) came up with three perspectives of members of existing, and those desiring to be culturally diverse organizations and groups. These are; integration-and-learning, discrimination-and-fairness, and access-and-legitimacy. The discrimination-and-fairness obtained that cultural diversity is crucial moral option implemented owing to its inherent virtue, and not linked to financial outcomes. The integration-and-learning aspect suggests a diversity of ideas emanating from diverse experiences and backgrounds giving probable valuable resources beneficial to the organization in a number of ways. Pless and Maak (2004) opine that diversity is a cultural question which is largely about values, norms, expectations, and beliefs. The ethical question of diversity emerges from very critical founding cannons of human coexistence. It maintains that diversity management becomes a success when it is taken into consideration, institutionalized, and acknowledged. It holds that diversity could likely emanate from a corporation reactive to legislative mandates, attractive for young talents and insufficiency of qualified personnel. An inclusive diversity culture has been facilitated by changes and the creation of other possible realities and construction. The authors appreciate diversity and inclusive workforce as an initial step in a continuous discursive learning process aimed at raising awareness (Cox & Blake 2001). This arises from the fact that people have different perception of reality. It suggests building respect and understanding for the different realities by way of encouraging reflection and ongoing discourse. The basis for a culture of inclusion is bringing the fundamental principles to life. Forming a culture of inclusion in an organization starts with clear definition of vision which is an important starting point (Ely & Thomas 2001). The general direction for organizational change gives a shared mental frame, makes clear where the company wants to be and draws a picture of the future. Organizational culture is tied with its vision particularly in circumstances of change where assumptions, values, mental maps, and belief systems that used to be seen as functional and effective and must be changed or no longer desirable. Rajput et al (2013) argues that organizational culture affirms that generation X, at this time in the workforce, has the second greatest number of workers. This group is largely in opposition to that of earlier generations and has forged a culture that is quite different. This group was born in 1960s and 1970s at a time of rising national debt and their unprecedented divorce rates in families. The other experience was that they easily challenged authority and disliked taking orders. The diversity of age or generational groups presents distinct characteristics essential in knowing the perception, work culture and attitude traits of its member (Carrington, McCue & Pierce 2000). Therefore, inclusion of every generational group into the workforce presents unique excellences which distinguish it from other group. Baby boomers and Veterans desire performance-based rewards as promotion and money while, Generation X as workplace opportunities prefers employment-based rewards. Stoner and Russell-Chapin (1997) affirms that a culture of diversity management should be created to move from awareness to action. Willcoxson and Millett (2000) notes that management of organizational culture begins by fully identifying as much as possible the characteristics of the new or existing target culture which include; assumptions, rituals, myths, values, and symbols underpinning the culture. The adopted paradigm establishes the key leverage points deemed probable to attain the desired outcome of cultural change or maintenance. It affirms that organizational culture of inclusion and diversity improves its image and financial success (Ely & Thomas 2001). Conclusion This essay established that workforce inclusion is a great issue for current managers in adopting strategies sufficient to manage diversity and provide for an all organization inclusive environment. It also obtained that organizational culture is essential in providing an all inclusive environment where workforce of different groups achieves organizational vision and goals. Organisations have employees and generally diverse workforce (Alvesson & Billing 1992). The essay concurs that the magnitude of this diversity is rising for many reasons ranging from competitive edge, expansion of international trade, adherence to the moral and legal code, expansion and growth in multinational corporations, and stringent laws prohibiting discrimination or prejudice at work among others. Many authors have also agreed that effective management of diverse workforce of any organisation has lead to competitive advantage. For instance, many firms have realized increased cohesiveness and cooperation among employees besides providing creative ways to organisation challenges and problems (Fujimoto, Hartel, & Azmat 2013). The fundamental issue for contemporary managers is through adoption of strategies like affirmative action and inclusive recruitment, training and promotion help to manage diversity. These strategies have resulted in an inclusive environment in the organisation. Therefore, what cannot be underestimated is the increased role of organisation culture in developing this inclusive environment. Reference List Alvesson, M & Billing, Y 1992, Gender and organization, towards a differentiated understanding, Organisation Studies, Vol. 13 No. 12, pp. 73-103. Barbosa, I & Cabral-Cardoso, C 2007, Managing diversity in academic organizations: a challenge to organizational culture, Women in Management Review, vol. 22, no. 4, pp. 274-288. Carrington, W J, McCue, K & Pierce, B 2000, Using establishment size to measure the impact of title VII and affirmative action, Journal of Human Resources, Vol. 35 No. 3, pp. 503-23. Cox, T H & Blake S 2001, Managing cultural diversity: implications for organizational competitiveness, Academy of Management Executive, Vol. 5 No. 3, pp. 45-56. Day, R 2007, Developing the multi-cultural organisation: managing diversity or understanding differences?, Industrial and Commercial Training, vo. 39, no. 4, pp. 214-217. 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