The use of diversity for the welfare of an

The Strategic implementation of Human Resources Management
tools for tackling diversity challenges

Hisham Alnashef

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Table of Contents
Abstract 3
I.      Introduction. 4
1.1       Human
Resources Defined: 4
2.1       Diversity Defined. 5
II.     Best
Practices. 6
1.2       Organizational Goals: 6
2.2       Organizational Role: 7
3.2       Organizational Strategic Planning: 8
Legal Acts. 9
Benefits of diversity. 10
1.     General
advantages of diversity. 10
2.     Gender
advantages of diversity. 11
Challenges of Diversity. 12
HRM strategies for
managing diversity productively. 13
Conclusion: 16
References. 17
 

 

Abstract

The globalization impact has laid its effect on
organizations of different aspects. The main challenge and controversy lies
within the effective utilization of diversity in improving and developing the
work space. The main objective of this research is to understand and evaluate
the attitudes of employees and employers with respect to cultural and gender
diverse workforces. In addition, the human resources management role in
effectively seeking approaches towards the commendable use of diversity for the
welfare of an organization. The examination and evaluation of the managerial
approaches can aid in the implementation of three primary Human resources
practices which are job designing, training and recruitment. 

The definition of diversity itself has been a
tricky notion due to the wide spectrum of human differences on different
levels. However, the global definition of diversity is addressing while
respecting the differences of people regardless of their subtle characteristics
which they may possess.  The demographics
attribute to another managerial challenge through which the gender roles have
presented a critical reflection on the reluctance of organizations to assign
females in senior HRM practices. Moreover, the immigration rates have been
increasing dramatically and leading to ethnic diversities where tolerance and
acceptance have been added to the agenda of training on managerial human
resources level.  

Within this context, the research will be
focused on highlighting the diversity benefits in the workspace for both
employers and associates while focusing on the challenges proposed and how to
manage diversity effectively for the build-up of organizational
development. 

 

Keywords: Human Resources,
management, diversity, challenges, tools, approaches 

                                                                                                                                                           
I.           
Introduction

1.1  Human Resources Defined:

The Human
resources management HRM is the main crucial function of any organization that
ensures balance and interrelations among the organizational structure. It
focuses mainly on the management of recruitment and orientating direction for
employees of the organization. The members of the HRM are the tools that ensure
training, coaching, administrative services, management and legal advice. They
are responsible for the oversight of talent management needed by the organizations
for adequate and successful operations (Heathfield, 2017).  HR departments develop the organizational
culture through structuring effective development generated by the oversight of
empowering the team buildup and employees’ motivation.  In addition, they encourage the community
outreach of their organization through philanthropic activities and social
engagements.

In a fully
integrated human resources management system, the line managers portray a role
in attributing to the productivity, influence and degree of engagement within
the staff board, and for the follow up of superior employees through retention
and development.  The responsibilities
that consume most of the HRM time and energy are the outsourcing activities
that contribute mostly to the value of the organization. Outsourcing is mainly
concerned with payroll, consultation, training, policy and plans drafting.

However,
currently and due to the introduction of different technological and cultural
aspects, HRM is changing focus towards approaching the workspace from a
strategic comprehension of culture and environmental factors. The new focus of
the HRM is adding value through outsourcing training for tolerance and
diversity of the workplace through achieving goals and designated objectives
(Heathfield, 2017).

The Strategic Human Resources Management Model

2.1  Diversity Defined

The term diversity is specifically focused on
contextual and individual societal aspects defined through the variety of
contextual constructs. It is mainly referred to as the different factors
contributing to the distinguishing of individuals from each other. The main
aspects of differences are personal traits, internal and external traits and
organizational status (Kreitz, 2007). The four areas of diversity as mentioned
before encompass the inclusive definition of diversity, through which internal
and external factors such as gender and ethnicity are a minor part of a large
spectrum of differences hidden within the diversity title. The pivotal
approaches towards diversity from a managerial perspective has to be altered
beyond the visible constrictions in order to develop a comprehensive measure
towards moving diversity for the organizational development.

The HRM
responsibilities are a delicate set of priorities that should be fairly
objective and attentive to the adapt selection of the most appropriate
candidate for the vacant position regardless of their differences. However,
unequal treatment within organizations still persists upon those that aren’t
from the same dominant culture which limits the advancement of the organization
since constructive change can’t be achieved if the management of the
organization can’t overcome the barriers that come along with diversity and
manage it properly.

 

                                                                                                                                                          
II.           
Best
Practices

1.2  Organizational Goals:

The HRM can
benefit from diversity in the organization through structuring three main goals
to achieve which are:

·       
Workforce diversity:
where the recruitment can include potential skills from diverse aspects and
cultural segments that can aid the increase in efficiency of performance across
all of the organization sector.

·       
The Workspace
Inclusion: where HRM can cultivate a strategic culture aiming at and
motivating flexibility and collaborations to enable reaching the full potential
of employees and retention

·       
Sustainability:
 the HRM is responsible for drafting
strategies for developmental reporting where the management can manage
diversity towards the institutionalization of an inclusion culture towards
refinement of approaches adapted 

2.2  Organizational Role:

The best practices of the organization are
the acceptable rules and regulations drafted by the HRM towards the optimum
results serving the organization’s goals and objectives.  However, the best practices are a challenge
specifically in managing diversity of the workplace and thus reliance on other
expertise to resolve and attain conceptual understanding of this notion is the
best solution.  Based on extensive
research and expertise knowledge and research, eight best managerial practices
for properly managing diversity have been concluded:

1)      Commitment of Leadership where the managers circulate a
commutable vision on the importance of diversity for the organization

2)      Inclusion of diversity as a crucial part of the strategic
planning of the organization  

3)      Linking performance to diversity through emphasizing that
productivity and development increase is directly linked to diversity inclusion

4)      Qualitative and quantitative measurement and monitoring of the
diversity inclusion program

5)      Implementation of accountability where means are issued to
ensure the compliance with the diversity monitory progress

6)      Sequential planning where succession is strategically identified
through tools for talents insight and identification

7)      Recruitment

8)      Training for all levels of organization and education on
diversity benefits to the employees themselves and to the organization in
general

3.2  Organizational Strategic Planning:

Each organization should have a strategic plan developed in order for
diversity promotion across its structure where analysis of the diversity
advantages should be assessed and through which recommendations should be
drafted for all levels of employees that ensure their involvement. Moreover,
the inclusion of diversity should be institutionalized as a critical and
effective aspect of the strategic planning. This will aid the organization in
defining and pinpointing gaps to ensure compliance with the goals. In addition,
metrics can be executed towards the evaluation of progress and implementation
of accountability on executive and management levels.

 

Legal Acts

All organizations
are compelled by federal legislation to oblige to the rules that support
respect, equity and diversity. These rules attribute to a positive and
constructive work culture that is bias of impartiality and focuses on equality
regardless of the culture and gender

 

ACTPS VALUES AND PRINCIPLES

a.      
Public services

b.     
Responsiveness to:

o  
governmental requirements

o  
Public need

c.      
Functional Accountability
to the government

d.     
Fairness and integrity

e.      
E?ciency and e?ectiveness

 

The respectful
workplace governed by core regulations ensure the build-up of a developmental
cultural focused on embracing individualistic differences. The equity
management of diversity can assist in employees’ management towards performance
enhancement. Diversity fostering characterizes the engagement of employees in
both functional and challenging work environment that allows the innovation
culture necessary for the entrepreneurship of the organizational skills 

 

Benefits of
diversity.

1.      General advantages of diversity

The diversity in
the work place proposes different advantages both on organizational and staff
level since it implies drastic conceptual changes that are characterized
through:

o  
Innovation development
characterized by depending on new ideas from the conceptual differences
proposed by diversity among employees

o  
Problem tacking and solving
which is contributed to through the multiple dimensional perspective of having
different backgrounds and insights.

o  
The difference in education
and training among the diverse workplace allows the introduction of innovative
and genuine ideas to emerge which facilitate the development of the
organization

o  
The global ethnicities and
demographics allow the creation and reach out for a wider client base and
broader aspects of products and services

o  
Creating the opportunity
for better staff retention and recruitment

o  
Increasing the competitive
spirit among employees and staff which will contribute to creativity and
enhanced performance

o  
Widening the talent pool to
include domestic and international talents which will reflect a positive
organizational image for the public

o  
Increasing the morality and
productivity of the organizational structure through implementing inter-staff
correlations and relations

o  
Increasing the tangible and
intangible benefits through qualitative enhancement in customer service

2.      Gender advantages of diversity

It is evident that in the current modern days the influence of women
is increasingly being incorporated in different cultural and social aspects.
However, the struggle in the workplace remains a critical issue. Nevertheless,
the contribution of women to the agility and flexibility of the work place is
evident through the advantages proposed through:

 

 

 

 

 

 

 

 

 

 

 

Atlassian’s 2017 State of Diversity has
surveyed one thousand four hundred employees to understand how the workforce
environment has been effected and the results demonstrated the advantages on
personal and interpersonal levels:

 

 

Challenges of Diversity.

Although diversity adds value to the organization, it also
implicates challenges that are summarized through:

o  
The increased costs
manifested in training of the new comers on the language and cultural
requirements in order to guarantee their integration on both social and
organizational levels

o  
The increased potential of
conflict incidents within the same workforce characterized by any of the
ethnical, cultural or personal difference which may have an effect on the
productivity of work

o  
The ignorance of
mismanagement of diversity from managerial positions can implicate and
facilitate employee’s dissatisfaction which lowers motivation, performance and
the productivity in general

o  
The necessity of the
organization to accommodate to the needs of the new employees whether it was
based on cultural, ethnic or religious backgrounds

o  
The need to maintain a code
for reverse discrimination where majority of the employees may feel unjust to
the preferential of the new minority

o  
The competitive spirit that
may easily turn from an advantage to a disadvantage within the workplace

o  
Stereotyping

o  
Discrimination

o  
High turnover rate

o  
Absenteeism

o  
Globalization may have a
negative impact on the proper decision making

HRM strategies for managing diversity productively.

Managing diversity is the responsibility of effective human
resources managers whom are accountable to ensure the effective incorporation
of diversity in the work place for a successful work force.  The ability to manage the proper dynamics
that allow the identification and understanding of differences based on
individuals and not on groups. The managers should create an environment that
includes each individual based on their personal skills and promotion of
awareness.  However, since there is no
guidelines or rules that govern the proper management of diversity, there are a
set of five practices that the management should tackle to manage diversity:

 

 

 

1.     
Incorporating
fairness through overcoming stereotypes:

Stereotyping imposes limitations on the employees which may hinder their
progress and lead to the decline of their performance. Thus it is the
managerial responsibility to create fair and equal work chances for employees’
integration and development. The HRM should portray the role of a talent
seekers rather than the resume observer. In pinpointing the talents of the
employees, the management can create tools for enhancing the opportunities of
the staff based on their skills. The first rule for the management is to
disregard the stereotyping that negatively impact the chances of the
organization. In order to accomplish this notion, the job requirements should
be revised and evaluated to ensure the compliance of the skills towards the
organizational objectives.

 

2.     
Blending the
organizational cultural with the cultural diversity present

The HRM is prompt to develop organizational culture through implanting a
set of regulations that vary among the common sense approaches of reasoning,
acting, value and codes of ethics.  The
organizational culture allows the integration of values to become norms adopted
by its employees which can attribute to a relatively comfortable and
sustainable work environment based on ethical practices and embraces diversity
of all kinds. This kind of organizational culture reduces conflict and
increases performance

 

 

 

3.     
Development of a
strategic human resources agenda and program

 

 

4.     
Implementing an
integrated relationship system for the employees

·       
Drafting programs that
teach and increase cultural diversity awareness

·       
Encouraging the positive
outlook among diverse employees’ groups

·       
Embracing the perspectives
and points of views of different ethnic groups

·       
Flexibility and
accessibility of communication

·       
Education of different
languages to local staff

·       
Celebrating and
acknowledging the different holidays of the employees

5.     
Training programs focused
on diversity management:

Incorporation of different training workshops, seminars and programs
towards diversity management and tolerance within the organization

 

 

Conclusion:

The diversity in the work space
proposes both negative and positive attributes towards the organization welfare
and prosperity. However, it is the responsibility of the Human Resources
management to tackle the diversity issue within the workforce and educate its
employees on its importance in contributing positively to performance and
efficiency of the organization. The HRM should draft flexible policies and
rules through which compliance is easily gained and performance is increased.
The diversity allows the chance for the organization to gain innovation,
insights and outlooks that benefits the customers’ loyalty and service. The
conflicts that may be faced in the work environment can be easily dissembled
with the right managerial approaches. Diversity is globalized by the increase
of migration and immigration which is contributing to the globalization of the
workspace and in order to compete for advantages, the organization should be
equipped with the right tools that serve the overall objectives and goals of
its industry 

References

ACIB (2017). The HRM Business case for diversity
management. Programme for the practice of diversity management. Department of
Immigration and Multicultural affairs in cooperation with the Australian
Centre for International Business. Retrieved from: http://fbe.unimelb.edu.au/__data/assets/pdf_file/0004/747445/HRM_Business_Case_for_Diversity_Management.pdf
Atlassian (2017). State of Diversity Report. Retrieved
from: https://www.atlassian.com/diversity/survey
CMD (2010). ACT Public Service Respect, Equity and
Diversity Framework. Retrieved from: http://www.cmd.act.gov.au/__data/assets/pdf_file/0007/205576/redframework2.pdf
Dartmouth (2017). Human Resources Diversity and Inclusion
Plan. Retrieved from: http://www.dartmouth.edu/~hrs/docs/hr_diversity_inclusion_plan_2016_2017.pdf
Dermol, V & Rakowsk, A (2014).  Strategic Approaches to Human Resources
Management Practice. Retrieved from: http://www.toknowpress.net/ISBN/978-83-65020-00-0.pdf
EXEC (2017). The Guide to Gender Diversity in
Employment is a project of the Atlantic Ministers Responsible for the Status
of Women. Retrieved from: www.exec.gov.nl.ca/exec/wpo/genderbased/equitableemploy.pdf
Ferriero, D S (2012). Diversity and Inclusion
Strategic Plan National Archives and Records Administration. Retrieved from: https://www.archives.gov/files/about/plans-reports/strategic-plan/diversity-inclusion/diversity-inclusion-plan.pdf
Heathfield, S M (2017). What Is Human
Resource Management? Beyond Hiring and Firing: What is HR Management?
Retrieved from: https://www.thebalance.com/what-is-human-resource-management-1918143
 
Jayne, M E & Dipboy R.L (2004). LEVERAGING
DIVERSITY TO IMPROVE BUSINESS PERFORMANCE: RESEARCH FINDINGS AND
RECOMMENDATIONS FOR ORGANIZATIONS. Human Resource Management, Winter 2004,
Vol. 43, No. 4,  Pp. 409–424 © 2004
Wiley Periodicals, Inc. Published online in Wiley InterScience
(www.interscience.wiley.com). DOI: 10.1002/hrm.20033
 
Kreitz, P. A (2007). Best Practices for Managing
Organizational Diversity. Retrieved from: https://www.slac.stanford.edu/cgi-wrap/getdoc/slac-pub-12499.pdf
Vo, H K (2014). Managing Cultural Diversity
in Human Resource Management. Saimaa University of Applied Sciences Faculty
of Business and Culture, Imatra Degree Programme in Tourism. Retrieved from:
https://www.theseus.fi/bitstream/handle/10024/71688/VO_KIM%20HANG.pdf?sequence=1
 
 
 

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