Human Resource Management: Workforce Diversity

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Table of Contents

Executive Summary
Introduction
Trends in Workforce Diversity
The Impact of Workforce Diversity on Organization
The Role of the High Degree of Workforce Diversity
Conclusion
References

Executive Summary

The report provides the analysis of the phenomenon of workforce diversity in the context of human resource management with references to the activity of the multinational company Saudi Aramco.

The report presents the critical discussion of the modern trends in workforce diversity with depending on the example of Saudi Aramco and the evaluation of the impact of workforce diversity on the organizational performance.

The problem of the effectiveness of workforce diversity as a practice which is used for increasing productivity of the organization and its competitiveness within the market is also discussed in the report.

Introduction

The modern worldwide economy is often discussed as the process which is influenced by the notion of globalization. Moreover, globalization is often associated with the aspects of workforce diversity.

Today there are almost no boundaries for businessmen in their intentions to expand their activities globally. The job opportunities for employees are also broad.

Workforce diversity can be discussed as a characteristic of the company’s approach to human resource management when the main accents are made on differences in culture, age, race, ethnicity, class, and gender.

From this point, workforce diversity can be analyzed in the context of differences in class and gender, and in the context of multiculturalism.

The processes of globalization resulted in the development of the large multinational corporations for which the phenomenon of workforce diversity became the significant component for providing the effective organizational performance.

Trends in Workforce Diversity

To understand the processes associated with the phenomenon of workforce diversity, it is important to concentrate on the peculiarities of the development of multinational companies in which workforce diversity can be discussed as the characteristic feature of the organization’s progress and as the part of the strategy developed for the effective organizational performance.

However, one of the first significant trends which should be mentioned is the fact that workforce diversity is also typical for small companies and firms in which diversity is based on changing the policies according to women at workplaces and the average age of the workers.

Thus, it is a successful trend to hire women for managerial positions because of their high level of responsibility and developed time management skills (Connerley & Pedersen, 2005).

Moreover, there is a tendency to hire young people with little experience for lower positions in order to provide the conditions for their further development as specialists necessary for the company with the help of effective training programs.

Workforce diversity in multinational companies is characterized by the diverse human resources from the point of their ethnicity, race, culture, and religion.

Managers in modern organizations should pay much attention to hiring the multinational staff and contribute to creating the positive atmosphere for the company’s effective development.

Modern trends in acknowledging and valuing workforce diversity depend on the perspectives for the company’s progress. Researchers state that workforce diversity is important for increasing the level of employee’s flexibility and creativity within the organization (Bell, 2011).

The principles of the development of the modern world economy are based on globalization processes and associated companies’ needs in the diverse personnel in order to address the tendencies.

For instance, Saudi Aramco focuses on attracting the human resources from all over the world in order to use their professional potential for contributing to the organization’s intensive progress.

It is stated on the company’s website that the company “is pleased to provide support for candidates from North America interested in careers working for Saudi Aramco in Saudi Arabia” and “employees benefit from the experiences, abilities and perspectives of a multinational multidisciplinary workforce” (Saudi Arabian Oil Co., 2012).

Today Saudi Aramco uses a lot of opportunities to expand the possibilities to attract the highly qualified professionals from different regions in order to promote the company’s greater productivity with basing on diverse and creative ideas of the multinational team.

The Impact of Workforce Diversity on Organization

The expansion of the tendencies which are connected with workforce diversity signals about the great impact of this phenomenon on the development of organizations and their effective performance.

It is possible to speak about positive and negative effects of the process. In spite of the fact the negative effects are less obvious, and they can rarely be observed while analyzing the peculiarities of the organizational performance, it is possible to determine them with references to unsuccessful work of the HR manager in the definite company.

Thus, workforce diversity is associated with the effective recruitment of the top-class professionals and efficient managing diverse human resources with paying attention to creating the positive and productive atmosphere at workplaces.

It is significant for the manager to regulate the interpersonal relations within the company with references to the employees’ differences in culture, ethnicity, and religion in order to avoid the inappropriate dependence on the cultural stereotypes, development of prejudice and discrimination which can lead to the further conflict situations (Mathis & Jackson, 2010).

The positive impact of workforce diversity on the organizational performance depends on the developed corporate culture, fixed code of ethics with accentuating the multinational character of the company and its multiculturalism.

The main priorities of the organization in relation to the diverse workforce should be determined with paying much attention to gaining benefits for increasing the position within the market with the help of using multinational personnel.

Saudi Aramco worked out the corporate culture with references to the Saudi culture. Nevertheless, the mangers of the company also develop strategies according to which the principles of collectivism and team-working are also effectively used in work of the representatives of different cultures and nations (Saudi Arabian Oil Co., 2012).

It is important to analyze the situation from the global perspective and be flexible in organizing the work of the company’s employees including the process of their hiring.

The Role of the High Degree of Workforce Diversity

It is important to note that the high degree of workforce diversity is a characteristic feature of many successful multinational corporations, and this process can be discussed as a good practice for the organization because of the range of benefits provided.

Modern companies make accents on the effective competitiveness within the industry and market that is why the leaders of the companies focus on attracting the diverse workforce which can be guarantee the increase of the organization’s status, position, and flexibility with meeting all the demands of the rapidly developed global business and economy (Mondy & Noe, 2006).

Thus, the workers are also inclined to determine the benefits of the workforce diversity. The diagram presents the most obvious benefits of the process with references to the number of people who provided their opinion:

Benefits of Workforce Diversity.

Today the organizational performance depends on the successful development of the rewarding projects which should be worked out by highly qualified professionals in all the necessary spheres.

This effect can be achieved with using the potential of the diverse workforce. It is stated by many researchers that the diverse personnel increases the level of the company’s productivity with basing on its flexibility and creativity with the next reaching the competitive position within the market (Mondy & Noe, 2006; Terry, 2011).

Modern approaches to developing companies and their organizational performance depend on the fact that it is necessary to use all the possibilities to improve the company’s results within the industry, and the high degree of workforce diversity is one of the most influential factors for improving the organizational performance with referring to the effective management.

The multicultural work environment is a good opportunity to meet the demands of the globalization and the international standards in relation to the world economic development.

Conclusion

The peculiarities of the development of the world economy and business which are based on the principles and ideas of globalization influenced the progress of the new approach to workforce diversity.

Today the diverse human resources are discussed as an advantage because of a significant number of opportunities for the company’s successful growth within the market.

Many multinational companies make accents on the multicultural work environment within which it is possible to complete the work assignments with the high level of creativity and discuss them from the multidimensional perspective.

As a result, workforce diversity contributes to the increase of the organization’s productivity and competitiveness.

However, the workforce diversity can be discussed as the advantageous factor for the company’s development when the leaders of the organization, the HR manger, and managers of the other departments focus on creating the stimulating atmosphere of cooperation with references to the code of ethics and the necessary regulations in order to avoid the challenges connected with the possible prejudice and discrimination.

References

Bell, M. P. (2011). Diversity in organizations. USA: South-Western College Pub.

Connerley, M. L. & Pedersen, P. B. (2005). Leadership in a diverse and multicultural environment: Developing awareness, knowledge, and skills. USA: Sage Publications, Inc.

Mathis, R. L. & Jackson, J. H. (2010). Human resource management. USA: South-Western Cengage Learning.

Mondy, R. & Noe, R. M. (2006). Human resource management. Delhi, India: Pearson Education.

Saudi Arabian Oil Co. (2012). Web.

Terry, J. (2011). Motivating a multicultural workforce. USA: HRD Press, Inc.

Workforce diversity. (2005). Web.

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