The Concept of Diversity in Human Resource Management

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Table of Contents

Executive Summary
Introduction
Diversity changes in the organization
Diversity management
Cultural diversity
Ethical practices aimed at managing diversity
Consequences of ignoring diversity in the workplace
Strategic Recommendations
Conclusion
Reference List

Executive Summary

Diversity has been an issue of concern to most organizations. Due to human activities associated with globalization, such as migrations, even the domestic organizations are not exceptional. Diversity in an organization is an asset that can be harnessed to become a competitive advantage to the organization.

To manage cultural diversity in the workplace effectively, human resource practitioners are supposed to encourage integrative activities such as teamwork, enhance communication channels between the workers, invest a lot of efforts in the best problem solving methods, as well as employ effective means when dealing with varying perspectives, which are portrayed by workers from different cultures.

Ethical practices such as ensuring equality in the workplace, and ensuring fairness in the recruitment and promotion programs contribute to the effective management of cultural diversity in the workplace. The consequences of neglecting diversity include decline in organizational productivity as conflicts and lack of motivation, among the workforce engulf the organization.

Investing in mentoring programs, embracing global diversity as a competitive advantage, and employing motivational approaches that will ensure increased productivity from the workers, as well as organization of talent, are some strategic recommendations for an organization to manage the concept of diversity.

In conclusion, cultural and ethical diversities should be managed effectively if an organization is to achieve efficiency and high levels of productivity. Even in the domestic organizations, these practices should be emphasized as diversity has become a reality in all organizations irrespective of their scope.

Introduction

In order to transform global diversity into an organizational asset strategically, human resource practitioners must manage it effectively. Several research studies in the discipline positions both global diversity and inclusion as the source of competitive advantage, which an organization cannot overlook in the ever-competitive global market.

The concept of diversity in human resource management transcends national boundaries. The growing importance of globalization, global mobility and competition and demographic shifts in the labour market broaden the definition of diversity.

Domestic organizations that were initially not adversely affected by diversity are not exceptional anymore. This is due to the global mobility in the form of migrations.

Organizations are uniformly faced with problems that are related to ethical and cultural diversities that they have to consider in their strategic planning and policymaking (Morrison 1992, p.306).

The “Think Global, Act Local” approach might be helpful to any human resource manager faced with such responsibility of managing diversity. This report evaluates the key issues related to culture and ethics, which should be put into consideration when developing strategic HRM plans and policies, in diverse organizations.

Diversity changes in the organization

Diversity can be defined as the variety of perspectives, experiences, and opinions that arise as differences brought about by factors such as race, culture, ethics, gender identity, and other characteristics (Lynch 2002, p.209).

These dimensions have differing effects on organizational performance, motivation, interaction of employees in the organization as well as the overall success or failure of the organization’s efforts to meet its objectives or goals.

When formulating organizational policies and also organizational strategic planning, the practices and institutions in the organization that present hindrance due to diversity should be examined, analyzed and then removed before the effects become more profound.

Diversity management

Diversity management concentrates on checking that different workers’ abilities are harnessed to contribute optimally towards the realization of an organization’s goals and objectives, and this underscores its differences from affirmative action.

Affirmative action, on the other hand, “focuses on specified groups of people in the workforce because of several aspects such as historical discrimination…affirmative action, as opposed to managing diversity, is concerned with emphasizing the legal and social responsibility of the organization while managing diversity mostly focuses on business necessity” (Lynch 2002, p.211).

In order to meet effectively manage diversity in any organization, it is essential to consider the changes that should be effected to satisfy the needs of a diverse workforce in terms of culture, ethnicity or otherwise as a way of maximizing the potential of all employees.

The Human resources practitioner has the duty of ensuring that the organizational culture that does not effectively cater for the needs brought about by diversity in the organization is replaced with a culture that does so (Hofstede 1996, p.101).

Since this cannot be implemented at a go, several practices that shape the organizational culture of any given company should be re-evaluated, and those that contradict these effects are done obviated. These practices include aspects such as language.

Cultural diversity

Every organization can attest to the truth that globalization is entirely changing things in the workplace. Migrations due to various reasons have led to the creation of multicultural societies in which organizations look for workers. Even the domestic organizations have been caught up in this situation where they have been faced with the challenge of coping with cultural diversity (Morrison 1992, p.306).

The fact that different people come from diverse backgrounds is evidence that they view things from a remarkably different vantage points. The simple reason that, a person views things differently cannot be assumed that the person is wrong (Danley et al. 1991, p.6).

Their different cultural backgrounds may be forcing them to view things in ways that are different from those of the other people. In order to manage cultural diversity in the organization, several practices should be employed in the human resources management ventures.

These include the following; Communication, teamwork, conflict resolution, as well as mentoring and dealing with the differing perspectives that come because of cultural diversity.

Communication

Human resources managers should ensure that the communication channels, which are employed in the organizations, are considerate of diversity issues and do not discriminate against people in one way or the other.

For instance, if a given organization recognized certain languages or employed certain practices that are considered as discriminative, such practices and the rules that dictate them should be reviewed to ensure that the system becomes all-inclusive to explore the potentials of the workers and consequently contribute towards organizational success (Lynch 2002, p.202).

Communication channels, which bring the workers together by dissolving any differences that block these channels, should be encouraged to ensure that the workers communicate effectively, and are considerate of each other in their communications.

Stereotyping, based on cultural differences, should be handled to ensure that such acts are discouraged, and the human resources department takes quick measure to impose punitive measures on those proven to indulge in the acts (Greenwood 2002, p.261).

Teamwork

Teamwork is particularly crucial in diverse organizations as it provides opportunities, for the different people involved, to interact and appreciate each other uniqueness. This uniqueness is, therefore, used to the benefit of others and in the process, the group gains the collection of skills, and diverse talents required to work towards the benefit of the company (Lynch 2002, p.202).

Activities, which encourage teamwork in a diverse work place, should be put into consideration when a human resources manager or practitioner is engaged in strategic planning or formulation of organizational policies, aimed at managing cultural diversity.

An organization’s workforce is comprised of diverse talents that exist in a culturally diverse resource pool (Peters & Waterman 1992, p.45). To achieve the full potential of every member of the workforce and ensure that their talents are used entirely for the benefit of the organization, teamwork should be encouraged in the organizations.

Activities and practices aimed at enhancing teamwork rather than disunity in the workplace should be a key concern for the human resources managers in a diverse workplace. When there is disunity in the organization due to the failure to introduce teamwork, the human resources department bears the blame for the failures that might come due to this.

Conflict resolution through focusing on the common organizational goal

According to Greenwood (2002), environments where diversity especially in terms of culture is a reality, conflicts occur naturally (p.263). These conflicts might have catastrophic implications on both the organizational performance, as well as the corporate image of the organization.

Conflicts might cost the organization tremendously if they are not addressed in a timely manner. To avoid such conflicts and protect the organizations from corporate image distortion and loses associated with it, human resource managers should adopt the practices that will ensure that conflicts are resolved effectively and their causes that are correlated with cultural differences revisited and thoroughly addressed (Hofstede 1996, p.99).

Policies and regulations should be adopted to prevent the occurrence of similar conflicts in the future. The need to break the cultural barriers, which result to these differences, should be emphasized among the workers.

Dealing with varying perspectives

Individual perspectives should be aligned with the company goals and objectives to ensure that, they utterly conform into each other.

The human resources management should formulate ways to align these differences brought about by cultural disparities to ensure that only the success of the organization is pursued and nothing else (Greenwood 2002, p.263). However, these perspectives should not be disregarded as unimportant without being tested for benefits.

The perspectives can be harnessed for the benefit of the organization in ways such as incorporating individual opinions in approaching different markets. A given way might be different, but useful to the organization if given the chance to stand the test (Danley et al. 1991, p.9).

Other individual views, which are considerably contradicting the organizational goals, should be entirely discouraged, and policies formulated to block them from being applied by the workers at any given time.

Ethical practices aimed at managing diversity

Organizations can be utterly ruined when unethical practices by the human resources department are adopted. These unethical practices can negatively affect the individual worker performance and subsequently the performance of the organization as a whole (Hart 1993, p.29).

Ethical practices should be encouraged and instilled in the human resources department of the organization as the department plays a vital role in the growth of the organization. An organization can miss the chance to utilize a vital resource when unethical practices such as racism or nepotism are practiced in the human resources department of the organization.

Equality

Equality in the organization, irrespective of the obvious diversities that exist in the organization, should be a key concern in the formulation of organizational policies or during strategic planning in the human resources department.

According to Lynch (2002), all workers should be treated equally, and their concerns and opinions treated with the same magnitude since failure to do so can have damaging results on the performance of individuals (p.206).

Since there is not a single organization, which can claim not to be faced with issues related to diversity, only policies that are aimed at promoting equality should be adopted (Mockler 2001, p.63). Vices such as nepotism and discriminations based on cultural and racial differences should be fully avoided.

A system and an organizational culture that enhances equality in the organization should be adopted and strengthened since it is only through equal treatment that the workers will be united to work together and pursue a common goal (Lynch 2002, p.202).

Cultural inequalities and racism in the workplace can result to stereotyping and conflicts in the organization that hinder the organizational progress. Rules and regulations that deal with those workers and managers who engage in activities that can be considered as racial should be formulated to ensure that the organization is entirely freed of such vices (Lynch 2002, p.206).

Activities and trainings offered to the workers should be aimed at addressing these issues to ensure that the organization is a diverse environment.

Fairness in the Recruitment and promotion criteria

When the organization is hiring employees, the issues of diversity should be taken in to consideration to ensure that the organization benefits from the diverse talents, which exist in the society.

When the selection and hiring criteria are not considerate of such aspect as cultural, racial, and gender disparities, the organization becomes one-faced and fails in taking advantage of diversity as a competitive advantage (Certo 2002, p.716).

It is considered unethical not to consider these factors in the selection and hiring process, and when human resources managers do this willingly, they deny the organization the benefits, which it could have otherwise gained by having a diverse workforce.

For instance, due to this diversity, the organization would have performed well in ventures such as sales and marketing or research and development but then it fails to do so due to the biasness of the recruitment process.

Existing workers who are considered for promotions to senior ranks or positions in the organization should be selected using a considerate selection criterion. Fairness should be uplifted in the organization and to ensure that the workers are motivated by being treated fairly (Morrison 1992, p.306).

Strict measures should be adopted in the organizations to prevent unethical practices, such as canvassing and biasness, in the organizations.

Consequences of ignoring diversity in the workplace

Ignoring diversity in the workplace, which results from globalization and other factors, can have catastrophic repercussion on the organization. These can cost the organization in terms of resources such as time, money, and organizational efficiency (Danley et al. 1991, p.12).

Some of the social problems that can emanate from this include, unhealthy tensions in the workplace that can kill the spirit of teamwork, loss of individual and collective productivity as a result of unnecessary conflicts between the employees and the inability to attract and keep talents in the organization.

As Peters and Waterman (1992) posit, workers can at times take complaints and legal actions against the organizations that do not address diversity (p.49). These can cost the company resources that could have been used towards the growth of the organization.

A company or an organization that ignores issues related to diversity, constantly keeps losing resources in activities, such as recruitment programs and trainings, as it lacks the ability to retain diverse workers who are feel abuse in the organizations.

Strategic Recommendations

In order to manage diversity in domestic organizations effectively, there are certain practices that a human resource manager can put to practice in a bid to ensure that organizational goals and objectives are met in the process (Goodpaster 1984, p.56). These practices include planning a mentoring program, strategic organization of talents and motivational approaches.

Mentoring programs

Experienced human resource managers concur that, “one of the prime ways of dealing with organizational diversity if to create a mentoring program” (Peters & Waterman 1992, p.52). This can involve different heads of departments in a mentoring project aimed at giving feedback to workers who are different from them.

These programs work best under the guidance of professionals, so it is most beneficial for the organization to develop one. The program gives the employees a platform to air their views on the most felt issues concerning diversity and provides training on several ways of solving conflicts that are related to diversity mostly cultural and ethical.

The main aim of such programs is “to encourage the employees, who are culturally different to move away from their cultural perspectives, and adopt a more open perspective to recognize and take full advantage of the productivity potential that a diverse population bears” (Mockler 2001, p.63).

Strategic organization of talents

Many domestic companies and organizations are increasingly recognizing the benefits that can be reaped from a diverse environment (Certo 2002, p.716). Considering that, more companies are constantly being pushed to venture in the global market, physically or virtually, these organizations have to take full advantages of the diversity, which is in the organization to get deep insights of the niches that are in the market.

Cultural diversity should be addressed in most human resource strategic planning events to ensure that, it is turned into an advantage in ensuring that the organizations remain globally competitive.

According to Morrison (1992), the human resource manager should be able to recognize the diverse workforce talent and transform it into an asset rather than ignoring its potency (p.309). This is because when untapped, diversity more so ethical and cultural turns out to be a liability.

Motivational approaches

Motivational approaches can be employed, in the organization, to ensure that workers’ diversity is dissolved and substituted with strive to achieve organizational goals. In this case, the worker’s needs are satisfied to ensure that they are motivated into accomplishing tasks.

Certo (2002) claims that, due to diversity in the workplace, workers needs are unique (p.717). The human resources manager should be able to point out these diverse needs brought about by factors such as ethical and cultural diversity and use them to figure out the motivational approaches that are able to applicable to the workers (Lynch 2002, p.209).

With the current dynamic nature of the organizations and the constantly changing and competitive markets, organizations should rely on the existing state of diversity when formulating the motivational approaches or coming up with the policies that support organizational success.

In order to attain effectiveness, the organizations should come up with motivational approaches that address the needs of the people (Mockler 2001, p.69).

Global diversity plan

For human resources practitioners to harness global diversity and make a competitive advantage for their organizations, the organization should come up with a strategic diversity management plan.

The key factor to consider in the formulation of the diversity plan include formulating a global mindset; through formal education and training in communication skills, coming up with cross border teams and projects, and coming up with international assignments to enhance cultural integration (Danley et al. 1991, p.9).

Before developing a diversity program, an organization should put into consideration the current state of globalization, and the desire of corporate diversity objectives and goals (Greenwood 2002, p.263).

The human resources department should consider where their organizations fit effectively in the globalization continuum and its stages of diversity development. The global continuum in this case is dependent on whether the organization is domestic, import or export, international/ multinational (Morrison 1992, p.309).

These are affected by issues of diversity to different extends that need specialized attention and ways of handling that should be reflected in the diversity programs.

Conclusion

For most practitioners and scholars in the human resources management field, diversity in the workplace is considered the most explicit implication of the many trends of globalization. Even the domestic organizations are not left out by this, as diversity is also crucial in ensuring that the organization has a global outlook (Greenwood 2002, p.278).

Cultural diversity is the most rampant in the work place as people are come from different ethnic backgrounds, religions, and even nationalities and united under the corporate goals of the organization (Hart 1993, p.32).

The Human resources manager’s purpose in an organization should match the ever-changing demands of an organization. The most successful human resources managers are those that are capable of becoming more resilient, adaptable, and flexible and workers needs- centred (Peterson & Waterman 1992, p.53).

The manager should consider the aspects of diversity, while formulating organizational policies or while engaged in organizational strategic planning.

Issues related to addressing the negative implications, which can result from diversity in the organization, and ensuring that avoiding diversity is not an option, should be addressed as diversity’s benefits outweigh the possible problems that can be associated with it.

Most successful organizations have taken advantage of diversity and considered it a necessary asset rather than considering it a liability to make it a future competitive advantage that to the organization (Hofstede 1996, p.101)

Ethical considerations should be employed in the different activities that human resource management is involved with within an organization. This ensures that, the organization gets the opportunity to benefit from the diversity that has been created by globalization, and overcome the vices such as racism and biasness, which might affect the organization negatively.

Reference List

Certo, S. C., 2002. Modern Management. Diversity, Quality, Ethics, and Global Medium. Bucharest: Teora Publishing House.

Danley, J., Harrick, E., Strickland, D., & Sullivan, G., 1991. HR Ethical Situations. Human Resources Management, 26, pp. 1–12.

Goodpaster, K. E., 1984. Ethics in Management. Boston: Harvard Business Books.

Greenwood, M. R., 2002. Ethics and HRM: A Review and Conceptual Analysis. Journal Of Business Ethics, 36(3), pp. 261–278.

Hart, T. J., 1993. Human Resource Management: Time to Exercise the Militant Tendency. Employee Relations, 15(3), pp. 29–36.

Hofstede, G., 1996. Management of Multicultural Structure: Software of Reasoning. Bucharest: Editura Economică.

Lynch, R., 2002. Corporative Strategy. Bucharest: ARC Publishing House.

Mockler, R. J., 2001. Strategic Multinational Management. An Integrative Process Based On Contexts. Bucharest: Editura Economică.

Morrison, A. M., 1992. Leadership Diversity as Strategy. San Francisco: Jossey- Bass.

Peters, T., Waterman, R., 1992. In Search of Excellence. New York: Harper and Row.

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