Ethical Response to Diversity Term Paper

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[. . .] Literature review on Workforce Diversity

Consistent with the discoveries of the exploratory study by Adler (2005) established that diversity can enhance execution and recruitment from a more extensive difference in age and ethnicity give the firm a wider talent pool. Furthermore, expanding diversity stretches the thickness of points-of-view and ideas accessible to organizations in settling on decisions and that cultural diversity, individual personality, professional and educational background can affect the depth and range of data utilization.

Studies on Workforce Diversity Programs indicated that fifty-three percent of respondents lacked written programs or policies incorporating the concept of employee diversity in their organizations. However, only seven percent of the respondents demonstrated that their associations were examined including the approach or program. Concerning organizational practices that were incorporated in the diversity policy or program for those organizations, which had the diversity program, the most regularly reported practices were related to recruitment. This shows that a lot needs to be done in workforce diversity programs (Mor, 2006).

Theoretical Perspectives

There are different theories of managing workforce diversity, for example, the Equal opportunity approach, Diversity Management approach, and Strategic Diversity Management approach. This study is dependent upon strategic diversity management perspective, which includes the whole company in the process of diversity management. Among the different theories that illustrate the impact of workforce diversity on representative execution are:

I. The social identity theory,

II. Group contact theory,

III. Group competition theory, and IV. Attraction-similarity theory,

The main theory where a direct impact might augur well is the attraction-similarity theory, which accepts that diversity enhances satisfaction (Boyle & Ellingson, 2011). However, many experts in the organization and management theory treats social identity theory as assuming its reciprocity. This means that all groups will support individuals of their own groups and disgrace others this is not what social identity theory fundamentally predicts, nor finds.

Because social theory is dependent upon the perspective of the in-group, while disregarding the perspective of the out-group this research efficiently arranges different theories and proposes the ideal method for managing workforce diversity. Despite the fact that sociology concentrates on proficiency vs. discrimination on group compensation theories, psychologically oriented social psychology emphasizes the cognitive procedures like social categorization and social identity theory. In sociological orientation, expectation theory addresses the effect of long-term favoritism on procedures within groups (Davila & Crowther, 2011).

The management theory is dependent upon social psychology and keeps tabs on compositional issues at the different work group levels, like top management group. From the management view, they have improved a theory of organizational demography. To understand how imbalance is produced and re-generated, one must comprehend the structural qualities of power, status, and numbers. This study was dependent upon strategic diversity management approach, which includes the whole company in the diversity management process. The researchers support a strategic approach to diversity management depending on their conception of the contrast between equal opportunity approach and managing diversity approach (Boyle & Ellingson, 2011).

The strategic diversity management strategy appears better as it tackles loopholes in the Equal Opportunities approach and the Managing Diversity approach. It is comprised of successful leadership, empowerment, balanced/diverse selection and recruitment, employee diversity training and support, all-inclusive organizational culture and internal equity, staff teamwork, interior supervision and staff inspiration trips as methods for successfully enhancing diversity in the workplace (Knapp, 2007). The Strategic Diversity management approach is the coordination of the social theory, psychology and management theory focusing on both the positive and negative impacts of workforce diversity. In spite of the fact that these speculations have constantly endeavored to concoct practical diversity management methodologies, they call for additional research because of the unpredictability of the human individual and the differing environments

Utilitarian and social classification diversities improve creativity, innovativeness, and adaptation. Study after study sees the quality of the social theory in comprehension and solving dilemmas. Those promptly obvious qualities distinguish individuals of differing sexual orientations, age, ethnicity, and religions, which request solutions dependent upon strong theories and research. Differences may be a holding or risk relying upon how it is combined into the organization. Dependence on the surface-level diversity qualities has a tendency to elicit dysfunctional outcomes for both people and their organizations than profound level diversity (Cornelius, 2011).

Challenges of workforce diversity

The major challenges are correspondence, implementation of diversity and resistance to change in the work environment. Meeting the challenges arising from diversity requires a strategic human resource management plan incorporating various diverse techniques to upgrade diversity and support effectiveness and productivity. It likewise propels Human resource managers to request a trainable populace, check needed abilities and capabilities against the occupation, advertise jobs sufficiently in front of necessities, and amplify the workforce limits to incorporate the nationals of different nations (Mor, 2006). It carries with it the need for re-looking at Human resource practices from top to bottom need to be re-analyzed to adapt to the new challenges and strengths of diversity. Managers may make advanced methodologies for hiring new talent, retaining them, and managing them more adequately.

Human resource managers face the challenge of persuading their senior administration that diversity systems are helpful to the association. Some organizational leaders are worried that executing diversity initiatives are excessively unmanageable, upset profit and causes disturbance in the work environment. Hostile and prejudice work environments likewise posture internal hindrances to managing workfare diversity adequately. A significant hindrance that influences full integration of ethnic workers is the issue of poor correspondence or the absence of it by failure to address the different barriers to communication (Cornelius, 2011).

Managing diversity includes leveraging and utilizing the cultural distinctions within the individuals' abilities, ideas and inventiveness to achieve a common objective, and doing it a way that gives the company a competitive edge. Later studies have demonstrated a powerful correlation between diversity practices and benefits as differences permits expanded innovativeness, a more extensive range of viewpoints, better issue definition, more options, and better outcomes (Boyle & Ellingson, 2011).

Managing workforce Diversity

Managing diversity in the workforce is described as a comprehensive managerial process for the development of an atmosphere that works for all representatives. The challenges of achieving the needs of a culturally diverse team of employees and sensitizing managers and workers to differences related to race, gender, sex, nationality and age has led to effective management of diversity to become a requirement in human resource management. Companies can manage workforce diversity through a variety of approaches like diverse recruitment policies, strategic diversity management, affirmative action to minorities and diversity management (Knapp, 2007).

Relationship between workforce diversity and performance

An effective workforce diversity practices in the human resource area are urged to improve organizational and employee performance. This is because diversity management entails using and leveraging the cultural differences in people's ideas, creativity, and skills to contribute to a shared goal. This must be done in a manner that gives the company a competitive advantage. Even recent investigations reveal a powerful connection between good practices of diversity and organizational profits (Swansburg & Swansburg, 2012).

Conclusion

From the discoveries, it might be derived that each organization that adopts management of workforce diversity appreciates more imaginative decision-making, fulfilling work environment, and improved products because all representatives are included and feel energized helping in an important manner. This yields an information base because of information sharing and enhanced execution. Management of workforce diversity, which appeared more delicate in organizations, serves an essential role. It reinforces better employee retention, expanded productivity, improved morale, an increase in market share and enhanced customer service.

Owing to the way that an organization that discriminates directly or indirectly shortens the potential of accessible talent, either underutilizes the representatives, or loses the fiscal profits of retaining them, organizations have no alternative other than introducing and managing workforce diversity in their associations. The existing challenges in managing workforce diversity may also spur the quest for preferred strategies rather than acting as a hindrance to associations and Human Resource Managers for moving towards the pattern of a more diverse workforce. Such legitimate investigations could be discovered by the introduction of strategic studies on human resource management.

References

Boyle, P.J. & Ellingson, S.J. (2011). Organizational Ethics in Health Care: Principles, Cases, and Practical Solutions. New York: John Wiley & Sons.

Cornelius, N. (2011). Human resource management: A managerial perspective. London [u.a.: Internat. Thomson Business.

Davila, G.A.M., & Crowther, D. (2011). Human dignity and managerial responsibility: Diversity, rights, and sustainability. Farnham: Gower.

Knapp, J.C. (2007). Leaders on ethics: Real-world perspectives on today's business challenges. Westport, Conn: Praeger.

Konrad, A.M. (2009). Handbook of workplace diversity. London [u.a.: Sage Publ.

Mor, B.M.E. (2006). Managing diversity: Toward a globally inclusive workplace. Thousand Oaks, Calif. [u.a.: Sage… [END OF PREVIEW]

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Ethical Response to Diversity.  (2013, November 8).  Retrieved February 22, 2019, from https://www.essaytown.com/subjects/paper/ethical-response-diversity/1452775

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