Diversity Management
Order Instructions:
Consider the merits and pitfalls of different approaches to managing diversity in organisations. Increased geographical mobility and the prevalence of teleworking are just two of the factors that have led to the ability of employees to work in organisations and contexts that would have been unthinkable even as recently as 20 years ago. This, alongside shortages in key skills, has led to an opening up of workplaces that requires new approaches to managing workforce diversity and the need to question assumptions about what makes an ideal employee.
Although the initial question in this exercise focuses on gender stereotypes in leadership, think about how this is replicated in other job roles and for other sections of society.
To prepare for this essay:
Reflect on the question on page 235 of the Bratton and Gold chapter in this week’s Learning Resources:
A personality questionnaire contains the item ‘I think I would make a good leader’. This question was answered ‘true’ by twice as many men as women, implying that men are twice as likely to become good leaders. What do you think of such an item and its implication?
In your analysis, use your knowledge of leadership, as this question concerns selection strategies, decisions and diversity management in recruitment and selection.
In an approximately 550 word response, address the following issues/questions:
Critically analyse diversity management based on this week’s Learning Resources.
In formulating your essay, consider the following questions:
What are the two approaches to managing diversity?
How does diversity management begin at the recruitment and selection stage?
Diversity Management
Diversity infers to the visible and non-visible variables that exist between individuals of different genders, cultures, race, sexual orientation, religion, marital status, disability, political affiliations, values, family structures, ethnicity and marital status. In managing all this elements, it is therefore essential that an approach to harnessing these differences with the aim of creating a productive environment within the workplace where every individual feel valued and talents are utilized to meet the goals of an organization is initiated (Casanova, p. 84. 2012). It is therefore essential to note that the essence of diversity within a work environment can never be underestimated since it enables a company to use creative and fresh thinking and several perspectives in responding and managing the needs of company’s customers.
According to the learning resources provided this week, diversity and equality management systems within an organization have the capacity to impact the performance of an organization beyond the typical effects of the traditional performance work systems since the former includes the training and monitoring of the processes of recruitment, promotion across the minor groups including the disadvantaged and pay (Casanova, p. 84. 2012). It is essential to note that due to the shortages in talents, organizations need to utilize the full capabilities of all its human resources.
There is also the need to embrace the fact that organizations need to incorporate diverse employees who are like its customers including the need to communicate and understand in reflecting their concerns, a factor that would produce better outcomes (Reichel, Brandl, & Mayrhofer, pp. 332-352. 2010). It is therefore of essence to emphasize on facilitating diversity and encouraging the element of equality considering the fact that if these are properly implemented and embraced, then diversity and equality management can improve the performance of an organization.
Two Approaches to Managing Diversity
It is imperative to consider the fact that managers need to be fully aware of the fact that managing diversity requires a different approach. To effectively manage diversity, it is essential to note that;
- An organization needs to brand its image with the sole aim of painting a picture of a company as one that values diversity of its employees. Through this, the company remains in a position of getting recognition of its diversity programs.
- Organizations also need to create a culture of acceptance that determines that the organization values and appreciates its diverse workforce.
How Diversity Management Begins At the Recruitment and Selection Stage
In the contemporary market, organizations have resorted to other approaches to recruiting and selecting its employees based on the traditional methods that focus on the supply and demand in the labor market (Reichel, et.al). However, these approaches are now changing, considering the fact that the HR practice is now challenged to consider the element of diversity in employee branding, attraction of talents, and in developing a clear organizational value that would attract the existing and potential employees.
Bratton and Gold state that making the right decision during the recruitment and selection stage requires a collection of relevant information. Considering the element of a diverse labor market, organizations are therefore needed to incorporate this in their recruitment and selection process (Rose, & Leuschner, pp. 265-274. 2012). At the selection stage, it is essential to make decisions based on the issues of diversity and equal opportunity that can either be implemented through the compliance perspective that requires the process of recruitment to adhere to the laws that govern the work environment.
Secondly, this can be incorporated into the strategic perspective that clearly centers its approach on the benefits of employing a diverse labor force (Singh, & Point, pp. 363-379. 2006). Through the management of diversity, an organization remains in place to increase its staff retention and motivation, a factor that would improve its performance in customer relations.
References
Casanova, M 2012, ‘Diversity Charters in Europe’, Profiles In Diversity Journal, 14, 4, p. 84, Business Source Complete, EBSCOhost, viewed 27 August 2015.
Reichel, A, Brandl, J, & Mayrhofer, W 2010, ‘The Strongest Link: Legitimacy of Top Management Diversity, Sex Stereotypes and the Rise of Women in Human Resource Management 1995-2004’,Management Revue, 21, 3, pp. 332-352, Business Source Complete, EBSCOhost, viewed 27 August 2015.
Rose, L, & Leuschner, C 2012, ‘The diversity–productivity relationship in a permanent temperate grassland: negative diversity effect, dominant influence of management regime’, Plant Ecology & Diversity, 5, 3, pp. 265-274, Academic Search Premier, EBSCOhost, viewed 27 August 2015.
Singh, V., & Point, S. 2006, (Re) Presentations of Gender and Ethnicity in Diversity Statements on European Company Websites. Journal of Business Ethics, 68(4), 363-379.
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