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.
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
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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
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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.
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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.
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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.
