1.2.1 Positive Implication of Diversity at Workplace
One of the most inherent and positive impact of diversity is the provision of a varied pool of experience. Indeed, it brings about integration of knowledge and expertise to the benefit of the organization. Indeed, this may result to a positive performance of the organization. In particular, workers from diverse cultural backgrounds, but converging into a given organization, bring about uniquely placed perceptions and skills within their respective working teams in an organization. On this note, each independent employee, within a given organization, posses unique experiences that together contribute towards the success of the organization through beefed up output generation. However, this also depends on the organization’s ability to tap the knowledge base and utilize it in the day to day activities of the organization. Indeed, proper management of diversity at workplace may leverage individual strengths as well as smoothening respective individual weaknesses. This results to a huge impact of taskforce beyond the means of individual compliments (Roberts & Nussbaumer, 2012).
It is important to mention that other than the enhancement of a varied expertise, well managed diversity may result in the creation of an avenue for learning and the consequential growth of the individual expertise of the employees and a consequential growth in the aggregate output of the organization. Exposure to new ideas and cultures can help spearhead the integration of diverse views, which is vital for the elimination of the subconscious blocks regarding xenophobia and ethnocentrism. On aggregate, this aspect smoothens out the ethnicity and encourages coherence at workplace, which later contributes to the mutual progress of the organization (Williams, 2009).
Diversity in communication aspects can either dampen or uphold productivity of an organization. However, well managed diversity helps the organization to build up its public relation strategies through upgraded and strategic approach to matters of new entrants of customers and the maintenance of special grouping of customers. Indeed, increased time spending with speckled pool of employees can help dismantle the various communication challenges in the long-run. This is an important tool in the strengthening of the organizational relationships with prospective clients. Indeed, the organization management can use the diversity of the employees within the organization strategically by pairing them up with certain clients from the same ethnic background. Consequently, this promotes the clients level of satisfaction and consequently, leads to increased revenue generation.
2.0 Ways of Managing Diversity within an Organization
The performance of an organization is pegged on its ability to put its employees into a common pool with similar focus and ideas. In order to achieve this common point, the organization should, therefore, follow a set of procedures that would enhance the capacity of the individual employees to effectively handle differences and turn them in advantages to both the organization and themselves. In order to achieve this scenario, there are five main strategies that the employees may use to revamp the organizational output and at the same time minimize the cost of incurring the diverse perceptions. Indeed, the human resource management of any organization, with the optimal goal of maximizing the levels of output and minimizing the operational costs would adopt a series of strategies as below (Williams, 2009).
Human resource management of any organization is a key developer of policies and codes that dictates the manner in which companies manage their diversities with respect to their taskforce. Indeed, the human resource department manages workplace diversities towards the development of particulate human resource policies and development strategies. Human resource departments are responsible for the provision of basic guidelines on the particular sources of assortment among the employees. Furthermore, the department is also responsible for the scrutinizing of viability of the contemporary human resource practices. As a result, human resource management is responsible for the modification of human resource pattern charged with the responsibility of developing viable strategic diversity (Williams, 2009).
To begin with, the organization should adopt a personnel policy regarding the procedures of hiring to promotion, which is performance-based of each employee. Indeed, the management should at all cost sideline the adoption of implementation base established on tenure and ethnic background. Besides this, the management should factor out all policies that confine to categories of humans within its human resource as far as hiring policies are concerned. Indeed, the key to effective management of the workplace diversities is the development of fortified policies with the virtue of equity within the company. As a matter of fact, these policies set pace towards which the company aims to carry out diversity measures across the range of the organization (Williams, 2009).
Consequently, the company or the organization should gauge the suitability of the employees on the basis of quality and level of experience other than use of age and other parameters as the basis of hiring. Indeed, the hiring of diverse and qualified taskforce is indicatively the path to success of an organization. Indeed, the latter helps in the effective management of diversity within the respective organization (Shelley & PMI® Research and Education Conference, et al, 2012).
Additionally, the formulation of strategic implementation teams should encourage diversity as main criteria upon which the team is grounded. Indeed, the teams should be made in a way that the most skilled personnel is placed in such a place that they can assist fellow colleague through the implementation of the various tasks with which the group is entrusted with.
To scare away any forms of favoritism and discriminative behaviors, the two should be treated equally and necessary measures should be taken in order to curb recur of the same. These further help boost diversity in absence of biasness. To enhance acuity on this aspect, the organizational employees should be encouraged to be alert and report on any suggestive or physical incidence regarding the aspects of prejudice and preferential treatment (Shelley & PMI® Research and Education Conference et al., 2012).
Finally, on the approaches on diversity, the management should make a firm organization of a program that entails holding of quarterly training projections basically for the whole group of employees focusing on the importance of diversity both as an individual basis and as an organizational tool for output of the organization, particularly at the workplace. Indeed, incorporated into these meeting is free debate by all stakeholders on the viable ways of handling diversity within the organization (Shelley & PMI® Research and Education Conference et al., 2012).
CHAPTER 2: Empirical Information about Workplace Diversity
As stated earlier, careful management of the diversities at the workplace may result into good performance of the organization as far as its aggregate productivity is concerned. Indeed, the results from the highly diverse workplace feature of the workplace of the republic of Singapore unveils that, all encompassing and harmonious workplaces, the Ministry of Manpower (MoM) indicated that 87% of companies came into consensus that workplace integrations was a vital tool in shaping up the outcomes of any given firm. Therefore, further research shows that properly managed diverse crews in the business environment out ways the outcomes of any team that comprises of similar individual with equal capacities and abilities. Indeed, a diversified teams have been found out to be more innovative and to a great extent, effective in the process of problem solving. However, despite the positive accruing benefits alongside diverse teams, they can be exclusively disadvantageous since it may result to communication mishap as well as loss of trust in one another. On aggregate, the latter result to low performance of the teams in the long-run (Carnevale, 2008).
As a matter of fact, diversity in an organization should be properly managed so as to enhance good reputation within the market and beyond. Indeed, this results in sticky attraction of qualified pool of professional willing to work in the organization. This beefs up the level of performance and spearheads the quantity of output realized per given time. Indeed, the more the employees feel included in the organizational tasks, the more they are motivated and focused to nothing, but the best of the organization. Consequently, this leads to the success of the organization and therefore, an injection towards the performance of the organization.
A world survey further showed that effective creation of employees’ fateful level of satisfaction and the subsequent performance of the organization is a key contributor towards individual employees’ engagement and commitment to the job placement. However, the aggregate global survey on the engagement of employees through enhancement of positives of diversities unveils that high engagement of the workers results in diminishing turnover and the vice versa. In particular, studies by Gallup Management Group of US in 2008 shows that highly engaged workers compounds a reduced turnover by an average margin of 51% (Thomas, 2010).
2.1 A Case Management of Diversity by Han’s Corporation
An example of a company that has been on the success edge as a result of effective management of diversity is the Han’s F & B limited of Singapore. Indeed, the company engages in production of baker products and runs a series of bakeries across the range of its market scope. Besides this, the company also operates a chain of full-time service restaurants and tea points. In the course of its operation, Han’s once experienced a shortage of taskforce owing to the rising demands of the labor force. In order to mitigate the effect of the problem, the company sought to diversify its employees as a means of enhancing the supply of labor as well as countering the effects of the capsizing pool of labor force in the year 2006 (Fassler, 2010).
To implement this strategic move, the company set for a series of initiatives: complete redesigning of tasks within the enterprise meant for adult staffs. This was done in a variety of ways. For instance, the company set to tap technological input in the substitution of the physical or manual inputs. Furthermore, the company further set to recruit a huge pool of employee from over ten countries around the global precinct. This was a resolution towards making the companies’ performance and particularly in output of the employees to roll back to normal and what was perhaps sustaining. Additionally, the company also sought to recruit a number of employees with disabilities via the means of job attachment as well as ex-off-offenders a procedure fashioned Yellow Ribbon Project. Indeed, in order to inculcate the theme of positive diversity, Han’ undertakes exclusive extension of building an all-inclusive culture. Actually, the company made intentional moves to ensure that functional teams within it are well diversified. Therefore, this was further enhanced by its previous move to recruit staffs from many countries thus ensuring that each team comprised of members form not only different generation, but also different countries of origin (Fassler, 2010).
According to the managing director of the company, employees sharing diverse profiles are often characterized with varied strengths and attributes. Indeed, the resultant diverse teams enabled the team members to learn from one another thus improving the output per capita. Certainly, the company emphasizes on its culture and work philosophy that partakes in the orientation profile regarding to new entrants as employees. Furthermore, the company uses an open-door policy in which the employees can freely air their grievances concerning freedom of work and expression within the working environment. This move encourages transparencies and makes the employees in general feel united for the common goal of the company (Fassler, 2010).
2.1.1 Benefit of the Han’s Strong Diversification Management Strategy
The diversification strategy of Han has been an influential tool in the management of the company. In particular, the diversification has resulted in success of the business operations. Indeed, the productivity of Han’s staffs has been recorded at a 40% rise within duration of three years. In addition to this, the company’s net income for every wage dollar has also increased by more than 200%. The deputy General Manager of the firm claimed that inclusive workplace revamps the employees’ engagement. Some of the main resultant features and the subsequent contributor towards increased performance are minimal employees’ absenteeism and diminishing workers turnover. In particular, the later has been reportedly dropped five times the value between 2006 and 2009 (Williams, 2009).
2.1.2 Diversity in Hospitality Industry
The management of human resource diversity in the hospitality industry represents certain challenges with specialty. Such challenges include: the acute diverse backgrounds of the employees with respect to their roles and sharp focus on the services for their respective clients. Besides this, the employees in this sector also experiences complex organizational structure, which tends to take divergent perspective as of generic corporate model. In order to make industry-specific objective as the key to this move, human resource department within the hospitality industry give a concrete guideline towards employment and management of employees within a hospitality firm (Thomas, 2010).
Indeed, human resource management within the industry is the decision making organ with respect to performance, legal compliance as well as the quality of services. This is achieved through harmonization of diverse perspectives of the employees through development of strategic employment law, human resource policies and performance appraisal among other specific issues. In particular, human resource management in the hospitality industry is the understanding of the specific needs of the diverse employee groups. Furthermore, the hospitality managers are faced with a variety of dilemmas that the managers attach importance to such as effective decision making for managers with compulsory obligations as one-person human resource panel besides working in labor unions that deliberates on the harmonization of the employees regardless of their diverse backgrounds by use of labor-related legislations. Finally, the human resource department also embarks on managing employees relations in a global hospitality enterprise (Thomas, 2010).
2.2. Diversity is Almost Inevitable in an Organization
By virtue of the above statement, it has been identified beyond reasonable doubt that diversity in the job placement is an inevitable variable that any organization that has the prospects of performing has to develop in order to contain its hazards and embrace its benefits. Consequently, the human resource management and the entire management of the organization have, therefore, been entrusted with the singular responsibility of ensuring that diversity in the job placement is treated dispassionately and the probable impediments eliminated. As a matter of fact, careful treatment of diversity is a key in the tapping of the full potential of the employees as far as their singular skills are concerned. In addition, the entire perimeter of performance-based track of employees’ output revolves around the capacity of the employees to understand and conceive the differences pertaining to their immediate co-workers and subsequently, going through a process of thorough exchange of best ideas for the improvement of the respective business performance (Epstein & Buhovac, 2009). The following, therefore, shows an analytical view of the various mechanisms that can be adopted with a view to increasing the output of individual employees.
2.2.1 Introduction of Training Programs
Training programs are essentials for integration and cohesion. The individual differences are exposed amidst all accruing factors that appertain to the social well-being of the organization. In this regard, the employees are made to understand and accept the differences within their co-workers through frequent involvement in training and education organized by the management of the company.
2.2.2 Policies Development in Focus to Fairness and Equal Treatment of All Employees
Organizations policies are internal dispensation with regard to the code of business conduct. However, at this particular point, such policies are formulated with a view to streamline the behaviors of the employees in relation to one another. Consequently, experts argue that the fateful development of such policies may dictate the success or the failure of any organization. Actually, the success of any organization is basically a function of the output by individual employees. In this regard, the employees are the main players towards the success of an organization through the central role that they play in the production line (Epstein & Buhovac, 2009).
2.2.3 Directing and Guiding over the Programs Entrusted with Minor Employees
According to the experts on human resource’s point of view, the management should make a discretely directed step towards inculcating the best of practice through guided approach towards the projects that are singularly dominated by minor team. Despite the enhancement of diversity, it is natural to have working teams within an organization with varying abilities. Consequently, it is the noble duty of the management and the human resource department of any organization in particular to coerce the available resources and supplement the efforts of the minor teams, in order to boost their vigor and capacity-build them into fortified teams with incredible outputs in the long-run. This aspect boosts the vigor of the team and enables the unveiling of extra skills that may remain subtle due to lack of courage to contribute. As a result, the management applies the concept of equality in balancing between the appreciation of experts based output of a team of employees and the adjacent output of a minor team (Epstein & Buhovac, 2009).
2.2.4 Endorsement of Systematic Career Guidance as well as Planning Projections
In order to boost the performance of the organization and to reap the maximum out of the provisions of diversities, the organization should develop a system of guidance on the prospective careers that the staffs are willing and ready to take over their lifetime. Indeed, such provisions should be made frequently as an initiative to sensitize the employees on the various career avenues that they can venture into in pursuit of their life dreams and for the good of the organization in general. Such sensitization processes enables the employees venture into a varied dimension of career prospect and appreciate the suitability of colleague in one area and not the other. This aspect, therefore, creates a sense of self-acceptance and the embracement of the diversity not only by the management but also by individual co-workers (Epstein & Buhovac, 2009).
2.2.5 Non-Discriminative Performance-Based Treatments
Good and outstanding performance in an organization is a common feature in various organizations. This results from outstanding performance of particular employees amidst a pool of employees. Consequently, the management of many organizations have identified this fact as a pivotal basis of increased output and therefore, sought to reward such performances. Consequently, this code has been adopted as a strategic tool for the management for improving the performance of the organization. However, it has also been found that various management personnel have been exploiting this strategy for selfish gain through erotic identification of the outstanding employees. As a result, this aspect has been crippled towards fulfilling its main objective of increasing output and reducing the marginal cost at the same time. Furthermore, the erotic identification of the regarded personnel for treatment has not only short-lived the main plan, but also increased the negative implication of diversity (Kupritz & Cowell, 2011).
2.2.6 Program-Based Outsourcing
Last but not least, the aspects of diversification can further be integrated through effective outsourcing. To undertake an effective outsourcing program, the companies and firms undertake extensive outreach programs that focus attention to a diverse pool of personnel. To achieve this, companies provide offers in terms of scholarships and internships, which are all aimed at recruiting new perspective of workers from the various backgrounds. This is also done through conducting of lectures within the school premises and beyond. In the long-run, such activities result in the generation of a new-fangled pool of workers who injects into the organization a variety of skills and expertise (Epstein & Buhovac, 2009).
CHAPTER 4: Summary and Conclusion
In conclusion, having analyzed the various parameters of diversities and the recommended approaches towards mitigation of their effects, then, the strategic managers should understand that the assemblage of a diverse taskforce contributes either directly or indirectly towards the attainment of the company’s business goal with the minimal cost possible. Indeed, various training programs within the workplace focusing on acknowledgement of diversity cut down on the workers’ discontent and also contribute towards the re-invention of the business goal. Basically, the active maintenance of diverse workforce also reduces the company’s law enforcement adherence penalty against discrimination. Furthermore, the aspect of outsourcing workers into a company may present an opportunity to the company of acquiring innovative skills and creativity towards resolving pertinent challenges
Maintenance of diverse perspective of the workforce through crediting the culture of trustworthiness, courtesy and justice as well as a pool of labor force from diverse origins is a virtue in the management that suits the performance of the organization. Various tools can, therefore, be used to inculcate the culture of accepting the differences existing between various inter-plying agencies. Such tools include the cultural navigator through which the employees learn about the cultural backgrounds of their counterparts and accordingly, maintain a balance between offensiveness and neutrality.
Additionally, a good and effective management skill ensures that the management understands the essence of workers safety as a key to maintain the organization within the top cream of the global market placement while at the same time maintaining its competitive aspect. Indeed, the active establishment of an employee friendly workplace environment is based on the formulation of policies that clearly stipulates intolerable aspect of discrimination within the organizational precincts. This ensures that every employee under the statutory provisions of the organization must adhere to regardless of the rank or job placement (Raz, 2009).
In addition to the above condition, the company’s guiding statements such as missions and value statements should be coined in such a ways that they advocate for zero tolerance to bleach of diversity within the organization. Indeed, further diversity is integrated through mailing, distribution of circulars and the general carrying capacity of the organizational roles. The above measure indicates that the management is responsive to all the stakeholders of the organization and therefore, beefs up the confidence and trust of the stakeholders towards the organization. For instance, various companies like Hewlett-Packard have got diversity web page in which it maintains a track of rising ethnicity as well as gender variance. In addition, the company relays its vital services to the requisite aging taskforce.
Careful management of the task force can result in maximum benefits of the organization while subconscious management of task force may result in uncalled for repercussions to the organization. Therefore, diversity is not a vice but a virtue, consequently, the result of diversity is pegged on the approach adopted towards realizing its empirical impact. Finally, various perceptions therefore indicate that the direction in which an organization moves with respect to shreds of diversity is a function of poor and good management.
To sum up, it is imperative for all managers to promote diversity in the workplace by ensuring that they treat all employees equally regardless of their cultural backgrounds. This will play a vital role in eliminating possible conflict within the organization. In addition, this will promote good working relations, which are the key in maximizing productivity of the organization as well as boosting performance all employees. Therefore, it is the responsibility of the manager to ensure that cultural differences are used for the benefit of the organization, but not as basis for discrimination. Lastly, this will eventually lead to the overall success of the organization not only in terms of increased productivity, but it will also reduce the rate of employees’ turnover; that is, an organization will be in a position of retaining its human resource.