Diversity Management and Performance Management - Annotated Bibliography Example

Diversity Management and Performance Management Name Institution Course Tutor Date Keil M 2005 “Diversity management: the challenge for the future,” Management Today, 21(1), pp. 35-38. Keil’s article focuses on how organizations can increase diversity and complexity, as well as manage it. In respect to this, it provides clear and coherent strategic conception that can help management to manage their organizational diversity effectively leading to improved performance. According to Keil, increase and complexity in diversity is caused by globalization, demographic, ethnicity, women, skin colour and the existence of the gap between the poor and the rich. The author looks at diversity management through economic perspectives which entails utilizing employees’ talents and performance, and potential markets. When managing diversity, organizations go through three phases including anti-discrimination, legitimation, and learning and effectiveness. Thus, diversity management is about respecting the uniqueness of all people and utilizing the resources of employees. The article offers a clear view of diversity management in the contemporary business environment by even explaining how diversity arises. The information in the article has informed the reader a lot about diversity. It has contributed to the area of diversity management greatly by viewing it in a different perspective as comprising of new markets, new customers ad new products and services users. Some of the aspects of diversity management expressed in this article relates to other works by other authors, especially in the relation to the impact of diversity management in organizational performance. This article is appropriate for use by academicians as it will help them improve their knowledge in diversity management. Kundu S C 2001 “Managing cross-cultural diversity,” Delhi Business Review, 2(2). This article acknowledges that diverse workforce is a reality in the current business environment and it is an issue that requires effective management to improve organizational performance and competitive advantage. According to the author, diversity requires having an organizational culture that allows all employees to pursue their career goals without being limited by cultural components, such as race, gender, religion, nationality and other factors that can affect performance. In addition, to effectively manage diversity, management should recognize the existing differences in its workforce and learn to use them to benefit the organization, and not tying to assume these differences or allowing them to cause problems. Therefore, managing diversity involves creating value from employees’ differences in the organization. The reading has definitely improved my knowledge concerning diversity management if at all the organization is interested in improving performance of its workforce. The article’s focus on cultural diversity and its management is a main contribution to this area of study. Just like other studies about diversity management, this article has approached the issue in a comprehensive manner by providing a thorough understanding of cultural diversity and its link to the performance. Kundu’s article is appropriate for use by academicians and researchers who are interested in learning skills related to cross-cultural diversity and even how to deal with or rather manage cultural differences. Okoro E A & Washington M C 2012 “Workforce Diversity And Organizational Communication: Analysis Of Human Capital Performance And Productivity,” Journal of Diversity Management, 7(1), pp. 57-62. This journal recognizes that organizations are increasingly becoming global creating a challenge in communication among the workforce. Thus, it focuses on discussing the benefits and challenges associate with diversity in the workforce. The authors also have tried to explain the relationships between workforce diversity and organizational performance. First, they appreciate the fact that encouraging diversity helps to attract and retain best team of employees and has a positive impact on the level of organizational performance and competitiveness. Second, they believe that diversity management is more than just acknowledging differences in employees, but involves bringing them together to work as a unit. Thus, effective communication in a diversified working environment leads improvement in performance and productivity for both intellectual and human capital. Reading this article has helped e understand the fact that effective communication in a diverse workplace is important in improving the performance of employees and the entire organization. It has contributed to the study of diversity management by bringing in the aspect of communication which is basically a critical aspect in managing employees from different cultural backgrounds. I strongly recommend this article to individuals who are interested in improving their knowledge in the filed of performance management because it effectively addresses the concept diversity and how to communicate within a diverse workforce, a common trend in today’s business environment. Richard O C, Barnett T, Dwyer S & Chadwick K 2004 “Cultural diversity in management, firm performance, and the moderating role of entrepreneurial orientation dimensions,” Academy of Management Journal, 47(2), pp. 255-266. The article seeks to establish the relationship between managing cultural diversity and organizational performance. According to the authors, the relationship between cultural diversity and organizational performance is in deed complex. The article is written based on the research about cultural diversity among managers, with focus on race and gender as components of diversity. Results from the study show that the relationship between diversity and performance depends on the level of diversity inherent in the management of the organization. When researching into diversity in management group, the authors focused mainly on top management teams and non-visible aspects of diversity. Also, the article shows that the influence of diversity management on performance is higher in organizations with innovative orientations. The reading has influenced my understanding on cultural diversity and how management of the same impacts the performance of the organization. The article and in particular the study on topic has contributed much on the field of performance management by providing a third-way theoretical perspective concerning the relationship between diversity management and performance. It breaks away from the normal linear relationship used to explain the two variables. In addition, use of the two visible components of cultural diversity at different managerial levels recognizes the role of different managerial positions in formulating strategies and implementation of the same. Rosado C 2006 “What Do We Mean By “Managing Diversity”?,” Workforce diversity, 3, pp. 1-15. The article focuses on providing an understanding of the concept of diversity management in the contemporary world of business. The author acknowledges diversity management as an avenue to successful organizational performance. He also states that multiculturalism influences human interactions in the workplace and has to be managed well improve organizational performance. According to the author, diversity management is an ongoing process that utilizes the different talents and capabilities brought in the organization by a diverse workforce so as to improve performance. To elaborate his point, the author uses a model of structural change that can help manage diversity and improve performance. The model emphasizes the need to avoid two extremes of similarities and differences where no differences are recognized between humans and cultures, and where workforce are considered as though they have nothing in common, respectively. Diversity management should focus on employee unity while upholding respect and value for diversity. After reading the article, I have realized that diversity management is a tool that enables organizational management and workforce to achieve their performance targets. The article has addressed the issue of diversity management comprehensively making an enormous contribution to the areas of performance management in a culturally diverse organizational setting. This article is good for learners who are interested in developing managerial skills as they prepare to work with diverse population in their future careers. Ruigrok W 2012 “Overcoming the triple hurdle of diversity management,” The European Business Review, pp.1-4. Ruigrok acknowledges it has become extremely difficult for many organizations to implement diversity management policies. He highlights three difficulties organizations encounter in managing diversity which includes getting support from the top executive, making a difference and managing diversity itself. Getting support from top management to buy in the diversity policy is very important to have a successful diversity management, but many firms still struggle to overcome the challenge. Making a difference in diversity management involves showing that the commitment to diversity leads to a measurable change in performance and may require selecting one aspect of diversity. Based on the perspective of value-in-diversity, the article shows that a diverse workforce benefits the organizations in terms of productivity and performance. The article provides a better understanding on how organizations can overcome challenges of diversity management which is also a benefit to me. I am now informed that having an effective diversity policy requires support from top management, commitment to diversity management and ensuring that diversity management adds value to the organizations, especially as performance concerns. By identifying the hurdles to diversity management and the possible solutions to them is a great contribution to this area of study. The article can help managers in organizations make informed decision concerning diversity management in their respective organizational contexts. Visagie J, Linde H & Havenga W 2011 “Leadership Competencies for Managing Diversity,” Managing Global Transitions: International Research Journal, 9(3), pp. 225-247. This journal provides an understanding on how leaders can use their competences to manage diversity in organizations and improve employee performance. The authors’ perception is that having an experience of diversity determines the styles of management used by leaders. In respect to this notion, they identified specific models of diversity management as well as the theory of leadership styles and explained how the two variables relate. The article used models of diversity and inclusion indicators to scrutinize leaders experience in diversity management. In order to validate their argument, the authors conducted a study that consisted of various respondents and leaders. The results showed a possibility of leadership styles being predictors of diversity management in the workplace. This piece of work has helped improve my understanding of the need to apply appropriate leadership style in diversity management. In deed, it has greatly contributed to the existing knowledge in the field of diversity management and it fits well with the topic of performance management, which entails effective management of diversity in the workplace to achieve organizational success in terms of performance. This journal is useful to leaders in virtually all organizations as it provides important information concerning leadership and diversity management. In addition, leaders who are facing challenges in managing performance in the workplace due to diversity in their workforce will find this article relevant. Reference List Keil M 2005 “Diversity management: the challenge for the future,” Management Today, 21(1), pp. 35-38. Kundu S C 2001 “Managing cross-cultural diversity,” Delhi Business Review, 2(2). Okoro E A & Washington M C 2012 “Workforce Diversity And Organizational Communication: Analysis Of Human Capital Performance And Productivity,” Journal of Diversity Management, 7(1), pp. 57-62. Richard O C, Barnett T, Dwyer S & Chadwick K 2004 “Cultural diversity in management, firm performance, and the moderating role of entrepreneurial orientation dimensions,” Academy of Management Journal, 47(2), pp. 255-266. Rosado C 2006 “What Do We Mean By “Managing Diversity”?,” Workforce diversity, 3, pp. 1-15. Ruigrok W 2012 “Overcoming the triple hurdle of diversity management,” The European Business Review, pp.1-4. Visagie J, Linde H & Havenga W 2011 “Leadership Competencies for Managing Diversity,” Managing Global Transitions: International Research Journal, 9(3), pp. 225-247. Read More