Question:
Discuss about the Impact of Ethnic Background of the Employees in Organizational Culture.
The culture of individual employees, their belief and trait leaves a major positive impact on the overall work value of an organization. After the implementation of cultural diversity within organization, the business managers intended to appoint employees from different geographical and religious backgrounds. Business experts at that particular time have faced innumerable difficulties in maintaining the image and reputation of organization. However, the psychological beliefs and their culture among the people of different religion differ from each other. As a result, employees were unable to maintain organizational productivity amidst that much off cultural diversity. However, this specific study has focused to make an in-depth evaluation about the Impact of Ethnic Background of the Employees in Organizational Culture.
Numerous research scholars have showed their own point of view regarding the impact of ethnic background of the employees in organizational culture. As per the opinion of King et al. (2012), the concept of ethnic background implies a group of people belonging to different similar religion, race and language. It is undeniable that cultural differences are among the people of similar ethnic backgrounds as well. In this kind of situation, individual may have to face difficulties in making collective decision among the people o same ethnic group as they belong to different backgrounds. However, as per the point of view of some of the eminent scholars after the implementation of this particular organizational culture in appointing employees from ethnic backgrounds large number of skillful and competent employees get deprived for being the part of an organization (Miner, Settles & Brady, 2012). Therefore, the impact of ethnic background of the employees in organizational culture is possessed with both positive and negative effects.
After identifying the research issue large number of researcher and practitioners have showed their concern whether employees of ethnic backgrounds are able to maintain organizational culture effectively or not. Numerous eminent researcher has raised their voice regarding this issue in last five years (Belias & Koustelios, 2014). While discussing the impact of ethnic background of the employees in organizational culture the scholars have showed their both positive and negative approach. However, after evaluating the opinion of different scholars from various sources it has been observed that employees belonging to ethnic backgrounds are having positive impact in maintaining organizational culture and discipline.
Literature review is the argumentative way of discussion with the help of relevant resources that can involve the opinion of some of the eminent scholars as well. The impact of ethnic background of the employees in organizational culture is the current raise of concern based on which large number of research scholars have provided different point of views on their own way (Jehanzeb, Rasheed & Rasheed, 2013). This specific literature review has focused to make an in-depth critical evaluation on the overall impact of ethnic background of the employees in organizational culture.
Snaebjornsson & Edvardsson (2012) opined that a particular business organization would be able to maintain image and reputation as well as culture only when employees would maintain organizational discipline at the workplace. Creating a good rapport among the employees, maintaining organizational beliefs, culture and values are the primary parts of following organizational discipline. People belonging to similar ethnic group are very much flexible in communicating with each other and sharing relevant information with each other. As per the general concept, ethnic group signifies a specific group of people who are from similar race and religion. As a result, their linguistic background is also similar. As per the point of view of Al-Jenaibi (2017), ethnic group of people also belong to different cultural backgrounds and attitudes.
Therefore, they may have to face psychological barriers while taking any kind of collective decision regarding the business services. People belonging to diverse culture and attitude have to face barriers in providing good services to the organization due to psychological gap. At the same time, the employees of different geographical backgrounds and attitudes get the opportunities in exchanging their thoughts, beliefs and values. As differed by Kirkman et al. (2013), employees coming from a similar ethnic group do not have to face communication barrier among each other at the workplace. Exchanging relevant communication at the workplace is highly important for every business organization. As a result, people having no communication barrier create a healthy work environment. As a result, employees feel comfortable in sharing their thoughts and ideas with each other. Podsiadlowski et al. (2013) stated that business managers do not have to face any kind of difficulties in talking collective business decision. Automatically, the productivity of the organization is increased due to co-operative outlook that employees of similar race and religion shows towards each other.
As commented by Mamman, Kamoche and Bakuwa (2012) stated that the impact of ethnic backgrounds of the employees has both positive and negative influence in enhancing the performance level of business organization. In order to avoid unnecessary cultural barriers at the workplace large number of business organizations had taken an initiative of appointing employees from similar ethnic group so that they can make an effective communication with each other at the workplace. However, after this specific implementation of business policies the business experts have identified large number of negative impacts rather than its positive effects.
Richard, Kirby and Chadwick (2013) stated that a business organization while recruiting an individual employee should focus on the skill and level of competency of that particular individual rather than focusing on cultural and religious backgrounds. If an individual employee is competent, enough in fulfilling the needs and demands of the customers the business experts do not have to face difficulties in developing the communication skill of that individual. On the other hand, diverse culture gives the employees an opportunity to share their own point of view, their ideas, thoughts, beliefs and cultures. As a result, an individual can develop the inward skill after being accustomed with different people. As per the point of view of Sabharwa (2014), the trend of multi-culture within business process has left a major influence in the mind of customers as well. People belonging to different geographical backgrounds and attitudes are having different needs and demands. Therefore, employees have to face innumerable difficulties in fulfilling the demands of every single customer. However, if a particular business organization is constituted with different cultural group of people customers of various cultural backgrounds tend to show their interest in purchasing products and services.
At the same time, it is also undeniable that the people of multi cultural attributes leave major negative impact on the organizational performance as well. Aldraehim et al. (2012) opined that after appointing the employees from different religious backgrounds and attitudes the business experts have to face communication barriers. If the employees cannot communicate with the business managers effectively, they would never be able to share their challenges facing at the workplace. This particular fact leaves as a major negative impact in enhancing the entire performance level of the organization. The success of a specific business organization is highly dependent on the performance of employees. However, employees belonging to similar culture and religious backgrounds can feel comfortable in sharing their ideas and thoughts. In addition, the employees do not have to feel any kind of hesitation in creating an agile work environment.
Various scholars from different age group have provided opinions regarding the impact of ethnic backgrounds of the employees. As emphasized by Hosoda, Nguyen and Stone-Romero (2012), while maintaining cultural diversity at the workplace the business experts can implement a training and development session for the employees in order to enhance their professional skill as well as communication skill. Professional skill development is highly important for maintaining organizational behavior. Employees at the workplace should have a professional approach for dealing with the customers as well as with the internal stakeholders. In order to develop professional skill the organizational managers should provide an effective training to the employees so that employees like to treat every individual person with equal respect and dignity.
Hofhuis, van der Zee and Otten (2012) communication skill is one of the most significant factors with the help of which the employees tend to share their point of views regarding the business goal. In addition, for maintaining a good interpersonal communication business experts would have to focus on developing the communication skill of employees so that they can make an effective interaction. In this very specific study, the primary focus of the research is to evaluate the impact of ethnic backgrounds of the employees in organizational performance. After evaluating different opinion of numerous eminent scholars, it has been concluded that business performance is highly dependent on the performance level of employees and their competency. It is not necessary for an employee in belonging to the similar group of religion, custom and race. Similarly, the importance of similarity in culture, ethnicity and beliefs is also undeniable. Sabharwal (2014) stated that employee having competency and skill should get the scope of being a part of an organization.
The entire study has focused to make an in-depth analysis over the impact of ethnic backgrounds of the employees. The point of view of different eminent scholars has been involved over here. However, this specific study has not focused to evaluate the theoretical frameworks throughout the entire discussion. Some of the relevant theories are there that can help in enhancing the organizational culture and discipline. The study could have focused in discussing the motivational theories as well for increasing the performance level of employees.
Conclusion:
After evaluating the entire study about the impact of ethnic background of the employees in organizational culture, it can be concluded that ethnic backgrounds of employees can easily be accustomed with each other due to their same religious backgrounds. Due to the use of similar language the employees do not have to face any kind of linguistic barrier at the workplace while communicating to each other. Various conspicuous scholars have also taken part in the literature review in order to express their point of view about the impact of ethnic background of the employees in organizational culture. It is undeniable that some of the scholars have also highlighted the positive impact of diverse culture at the workplace. As per the opinion of those group of people an individual employees should be recruited as per the skill and competency instead of observing their religious and geographical backgrounds.
On the other hand, it is also undeniable that those kinds of people who are having different cultural and religious backgrounds cannot expose themselves within the workplace effectively. The psychological barrier among the employees creates a major hindrance in taking any kind of collective decision. The business managers have to face innumerable difficulties in forming business strategies and policies. While collecting feedback from the employees regarding new business strategy and policy organizational managers have to face innumerable difficulties due to innumerable number of suggestions. However, instead of having large number of negative aspects it is undeniable that ethnic background of the employees leaves major positive effect in organizational culture. The employees do not have to face any kind of communication barriers while interacting with each other. As a result, the workplace can become agile due to the created environment of the employees.
References:
Aldraehim, M. S., Edwards, S. L., Watson, J. A., & Chan, T. (2012). Cultural impact on e-service use in Saudi Arabia: The role of nepotism. International Journal for Infonomics (IJI),5(3/4), 655-662.
Al-Jenaibi, B. (2017). The scope and impact of workplace diversity in the United Arab Emirates–A preliminary study.Geografia-Malaysian Journal of Society and Space, 8(1).
Belias, D., & Koustelios, A. (2014). Organizational culture and job satisfaction: A review. International Review of Management and Marketing, 4(2), 132.
Gin Choi, Y., Kwon, J., & Kim, W. (2013). Effects of attitudes vs experience of workplace fun on employee behaviors: Focused on Generation Y in the hospitality industry.International Journal of Contemporary Hospitality Management,25(3), 410-427.
Hofhuis, J., van der Zee, K. I., & Otten, S. (2012). Social identity patterns in culturally diverse organizations: The role of diversity climate. Journal of Applied Social Psychology, 42(4), 964-989.
Hosoda, M., Nguyen, L. T., & Stone-Romero, E. F. (2012). The effect of Hispanic accents on employment decisions. Journal of Managerial Psychology, 27(4), 347-364.
Janssens, M., & Zanoni, P. (2014). Alternative diversity management: Organizational practices fostering ethnic equality at work. Scandinavian Journal of Management, 30(3), 317-331.
Jehanzeb, K., Rasheed, A., & Rasheed, M. F. (2013). Organizational commitment and turnover intentions: Impact of employee’s training in private sector of Saudi Arabia.International Journal of Business and Management, 8(8), 79.
King, E. B., Dawson, J. F., Kravitz, D. A., & Gulick, L. (2012). A multilevel study of the relationships between diversity training, ethnic discrimination and satisfaction in organizations. Journal of Organizational Behavior, 33(1), 5-20.
Kirkman, B. L., Cordery, J. L., Mathieu, J., Rosen, B., & Kukenberger, M. (2013). Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance. Human Relations, 66(3), 333-362.
Mamman, A., Kamoche, K., & Bakuwa, R. (2012). Diversity, organizational commitment and organizational citizenship behavior: An organizing framework. Human Resource Management Review, 22(4), 285-302.
Miner, K. N., Settles, I. H., PRATT?HYATT, J. S., & Brady, C. C. (2012). Experiencing incivility in organizations: The buffering effects of emotional and organizational support. Journal of Applied Social Psychology, 42(2), 340-372.
Podsiadlowski, A., Gröschke, D., Kogler, M., Springer, C., & Van Der Zee, K. (2013). Managing a culturally diverse workforce: Diversity perspectives in organizations. International Journal of Intercultural Relations, 37(2), 159-175.
Richard, O. C., Kirby, S. L., & Chadwick, K. (2013). The impact of racial and gender diversity in management on financial performance: How participative strategy making features can unleash a diversity advantage. The International Journal of Human Resource Management, 24(13), 2571-2582.
Sabharwal, M. (2014). Is diversity management sufficient? Organizational inclusion to further performance. Public Personnel Management, 43(2), 197-217.
Snaebjornsson, I. M., & Edvardsson, I. R. (2012). Gender, nationality and leadership style: A literature review.International Journal of Business and Management, 8(1), 89.
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