Diverse Organizations And Competition

Diversity Defined

Discuss about the Diverse Organizations and Competition.

Workplace diversity is identified as the variety of differences amongst employees in an organization. It is, however, much more complex than that – including race, sex, racial group, age, traits, cognitive approach, term, organizational function, knowledge, background and more. Diversity does not simply include the insight of people about themselves; it also includes their observation about others. These varied perceptions influence the interactions that take place. To manage a workplace effectively, managers and supervisor sought to identify and classify the different ways in which the workplace is gradually altering and evolving. The insular environment is no more. Human resources professionals must understand the new requirements of the workplace and work towards dealing with them effectively. It is evident that in years to come, diversity in the workplace would experience a significant growth (Bond and Haynes 2014, pp.167-201).

There are different definitions of diversity. One of the very popular ones is by Hays-Thomas and Bendick (2013, pp.193-205), which says that at the workplace when various attributes mix up and start affecting the feelings of people, their thinking, behaviour, way of acceptance, work performance, satisfaction and the development of the organization then the organizations can be categorized as a diverse workplace. Anti Discrimination Commission Queensland (ADCQ) believes workplace diversity is the creation of an inclusive environment that takes in every individual’s differences, engulfs their strengths and presents staff with the opportunities to attain their full potential (ADCQ : Diversity in the workplace 2017). Global Diversity Practice (2017) describes diversity as a parameter that can act useful in differentiating groups and people from one another. It empowers people, respecting and appreciating differences of all kinds. Dr. Tim Soutphommasane, the Race Discrimination Commissioner has commented about the Australian society that 28% of its population was born abroad and around 20% speaks other tongue other than English, making it clear that almost half of the inhabitants are either first generation or second generation Australian (2017). However, in the same population 20% say they have experienced racial discrimination of some kind, 11% have had the misfortune of being excluded from the workplace or social settings and 5% have been demoralized with facing physical assault because of their race (Soutphommasane 2017). It is evident that the definition of diversity does not work very well, nor are its benefits well understood.

The advantages of having a diverse environment has been seen since the time of World War II in the evolution of Europe. There had been struggles for domination, but the European Economic Community changed the attitudes slowly, making the people believe that union is strength. Europe became a super power because of well-managed diversity (Assaf 2017). Diversity Council Australia (2017) believes that any workplace that places great importance and value on diversity and makes the work environment free from discrimination of any kind becomes more productive. Greater employee satisfaction results in enhanced productivity and profitability. It also reduces employee turnover, in turn reducing costs of having to replace the vacant positions and the skilled and experienced employees. Diversity allows the harnessing of workforce skills and perspectives that helps in increasing levels of creativity and innovation (Siu 2013, pp.51-66).Any organization that builds up a reputation and garners respect for encouraging diversity builds better chances of enhancing the business. A respectable and diverse workplace appeals to talented employees who wants to either join the organization or stay in it. These kind of organizations make an expanded range of customers and suppliers want to do business with them or have a tie up, which can in turn open up new markets or bring in new opportunities (Eeckhout and Pinheiro 2014, pp.625-664). Studies conducted in both Australia and overseas have shown the results that the organizations which had female directors on board ended up delivering better financial performances. A similar Australian work-life balance survey came up with results that say the best practice organizations have seen much better benefits from work life initiatives. Leaders have seen the good results of effective diversity management in the form of business benefits, increased sales revenue, wider customer base, larger market share and greater relative profits (Diversity Council Australia 2017).

Benefits of Diversity in the Workplace

Taking complete good position of the upsides of diversity in the place of work is not devoid of its troubles. Some of those obstacles are:

Correspondence – Perceptual, communal and dialect hindrances ought to be conquered for diversity projects to do well. Inadequate communiqué of key goals takes about disorder, deficiency of collaboration, and low assurance (Nagar 2012, p.47).

Imperviousness to transformation – There are certain representatives who would turn down to recognize the means that the communal and social cosmetics of their workplace are developing. The “we’ve generally done it along these lines” attitude quiets novel opinions and hinders progress.

Usage of diversity in the workplace strategies – This could be the abrogating assessment to all diversity supporters. Furnished by means of the aftereffects of personnel appraisals and study information, they ought to construct and execute a modified technique to expand the influence of diversity in the place of work for their exact association (Nagar 2012, p.47).

Productive Management of Diversity in the Workplace – Diversity arrangement single-handedly is not ample for any association’s diversity administration assemble. A procedure have to be completed and actualized to create a culture of diversity that saturates each place of work and capability of the association (Nagar 2012, p.47).

Diversity can be managed effectively with the help of practices that has the capacity to permeate any organization instead of just being non-discriminatory procedures that make necessities for identical prospects. Robbins and Judge (2013) say that diversity management in the workplace is the procedure and method that managers use to spread awareness among everyone on differences in others. Martín Alcázar, Romero Fernández and Sánchez Gardey (2013, pp. 39-49) believe that the strategies need a holistic transformation to properly effectuate diversity in the workplace. As Evans (2012, pp. 741-752) says, only gender neutral practices would not do the job, as they only seem gender blind. Hanappi-Egger (2012, pp. 144-157) suggests gender-biased organizational cultures to be altered. Cole and Salimath (2013, pp. 151-161) believe it is best in the hands of an organizational leader to bring on diversity with the help of incorporation of the idea in the organization’s strategies and mission statements. Lauring and Selmer (2012, pp. 156-172) suggest the enhancement in internal communications that can increase employee interaction, openness and tolerance towards dissimilarity as a probable solution to this issue. It is important that diverse leaders are given influential positions in an organization so that they get the opportunity to bring in the change and also pass on their beliefs and practices to their protégés to make sure the culture remains (Robbins and Judge 2013).

Challenges of Diversity

Conclusion

A diverse labor force is a manifestation of a shifting world additionally, business focus. Diverse labor force conveys elevated regard to affiliations. Concerning complexities would promote the work environment by creation of an engaged edge and increasing work gainfulness. Diverse organization profits collaborators by making a rational and protected environment where everybody has section to circumstances and challenges. Organization instruments in a diverse workforce ought to be used to show everyone on differences and its problems, counting laws, also bearings. Most work environments involve contrasting social orders, so affiliations call for making sense of how to become accustomed to being prolific.

References

ADCQ, 2017. ADCQ : Diversity in the workplace. [online] Adcq.qld.gov.au. Available at: <https://www.adcq.qld.gov.au/resources/for-employers/diversity-in-the-workplace> [Accessed 13 Jan. 2017].

Assaf, J., 2017. Diversity in the Workplace | Department of Social Services, Australian Government. [online] Dss.gov.au. Available at: <https://www.dss.gov.au/our-responsibilities/settlement-and-multicultural-affairs/programs-policy/a-multicultural-australia/programs-and-publications/1995-global-cultural-diversity-conference-proceedings-sydney/economic-aspects-of-diversity/diversity-in-the-workplace> [Accessed 14 Jan. 2017].

Bond, M. and Haynes, M., 2014. Workplace Diversity: A Social-Ecological Framework and Policy Implications. Social Issues and Policy Review, 8(1), pp.167-201.

Cole, B.M. and Salimath, M.S., 2013, Diversity identity management: an organizational perspective. Journal of Business Ethics, 116(1), pp. 151-161.

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Eeckhout, J. and Pinheiro, R., 2014. DIVERSE ORGANIZATIONS AND THE COMPETITION FOR TALENT. International Economic Review, 55(3), pp.625-664.

Evans, C., 2012, Recruitment initiatives aimed at increasing the gender diversity within ITEC employment. Equality, Diversity and Inclusion: An International Journal, 31(8), pp. 741-752

Global Diversity Practice, 2017. What is Diversity & Inclusion? – Global Diversity Practice. [online] Global Diversity Practice. Available at: <https://www.globaldiversitypractice.co.uk/what-is-diversity-inclusion/> [Accessed 14 Jan. 2017].

Hanappi-Egger, E., 2012, Shall I stay or shall I go?. Equality, Diversity and Inclusion: An International Journal, 31(2), pp. 144-157

Hays-Thomas, R. and Bendick, M., 2013. Professionalizing Diversity and Inclusion Practice: Should Voluntary Standards Be the Chicken or the Egg?. Industrial and Organizational Psychology, 6(3), pp.193-205.

Lauring, J. and Selmer, J., 2012, Positive dissimilarity attitudes in multicultural organizations. Corporate Communications: An International Journal, 17(2), pp. 156-172.

Martín Alcázar, F., Romero Fernández, P.M. and Sánchez Gardey, G., 2013, Workforce diversity in strategic human resource management models. Cross Cultural Management: An International Journal, 20(1), pp. 39-49.

Nagar, M., 2012. Managing Diversity at the Workplace in a Global Economy: Challenges & Opportunities. Prabandhan: Indian Journal of Management, 5(2), p.47.

Robbins, S. and Judge, T., 2013. Organizational Behavior. 15th ed. Essex: Pearson Education Limited.

Siu, K., 2013. Innovation for Diversity and Fairness. The International Journal of Community Diversity, 12(1), pp.51-66.

Soutphommasane, T., 2017. Cultural diversity in the workplace | Australian Human Rights Commission. [online] Humanrights.gov.au. Available at: <https://www.humanrights.gov.au/news/speeches/cultural-diversity-workplace-0> [Accessed 14 Jan. 2017].