Human Resource Paradigm can be defined as the different diversity that exists in management approach. The management approach ensures that the organization's selection, recruitment, and the promotion regulations and procedures are done in accordance with the diversity. Multicultural Organization Paradigm in diversity management is the type of management where the organization creates a diverse culture ( Byrd & Hughes, 2018) . The culture in such organizations provides equal opportunity to his employee who comes from different backgrounds. Every organization has to ensure that diversity management is implemented both in their daily recruiting activities and in its management system. The culture developed should be able to accommodate a vast diversity of people such as the LGBT group, different race, and gender sensitivity. Application of the diversity management paradigm in an organization has got both advantages and disadvantages to the organization and the individuals found within the organization.
Human Resource Paradigm
Human Resource Paradigm that practices diversity management ensures that there is a presence of homogeneity in their workforce, which is created due to the attraction-selection-attrition ( Harvard Business Review Text, 2001) . The A-S-A works in the sense that the attraction involves the individuals who are attracted to the organization have got their different values. The organization will also be attracted to people with values that resemble theirs. Selection involves the organization that will choose recruits who poses characteristics that are similar to those of already existing members. Such selection is meant to ensure that everyone in the organization to continue feeling comfortable. For the recruits who could not adapt to the organizations, culture is replaced, creating the selective attrition. The A-S-A method is outdated, and the human managers have decided to employ the diversity management in recruiting and selection process. The diversity of human resource management activities have got pros and cons for the organization and individuals.
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The advantages of Human Resource Paradigm diversity manage includes; diversity enlargement in the organization. The company will be represented by people from different cultural background and different ethnics. Such activities will change the organization's culture toward the demographic composition within the organization. Diversity in recruitment will make other people also feel to be part of the organization ( Kirton & Greene, 2015 ) . For example is when the government is recruiting, they have to include all ethnics as well as the two-thirds gender rule. Another advantage of diversity management is that there is diversity sensitivity. The diversity training of the individual will help them understand a different culture, reducing stereotyping and discrimination. The cultural audit is another advantage of diversity in human resource management. The audit is conducted by an external group who will find out the dominant group and the others who feel surprised and cannot perform to their best ability.
However, some of the disadvantages of Human Resource Paradigm in diversity management include the assumption that the newly recruited individual will blend in the organizations' culture. Addition of recruits from different background can easily lead to change in the organization's culture leading to a different outcome. Another negative connotation of this paradigm is that such a motive for diversity human resource activity is driven by political correctness and not for the business benefits (Zagenczyk et al., 2010) . Diversity sensitivity can be a problem as the organization may organize for training, which is focused on bringing people together and not in line with corporate goals and targets. Diversity can ignite the stereotype between the individuals as well as discrimination. Some of the people will not focus on the common interest and focus more on the intergroup differences such as which group is better than the other. The cultural audit might lead to some groups being dropped in the organization. The audit might lead to the organization losing some quality skills.
Multicultural Organization Paradigm in diversity management
Within an organization, a member with different cultural backgrounds should bring their diverse cultural practices toward better results for the organization. Such a paradigm will make one look at an organization in there different ways that are monolithic organization, many organization, and multicultural organization ( Byrd & Hughes, 2018) . Monolithic organizations are culturally homogeneous with one culture and system. Such organizations are located in China and some parts of Europe. Unlike Human Resource Paradigm homogeneousness, the multicultural organization celebrates pluralism as it has a heterogeneous type of workforce. They follow the public policies and government laws for equality. Multicultural organizations have a culture of enforcing different cultural practices in their learning. They focus more on the culture instead than the results.
Advantages of the Multicultural Organization Paradigm in diversity management are that it is supported by most of the government. The system of multicultural is more inclusive than other monolithic organization. In a plural organization, all the genders are included in the system of management. MO is structurally free from any form of biasness and favoritism as the culture is more inclusive ( Kirton & Greene, 2015 ) . They have a culture that ensures that there are no or minimal conflict between the intergroup. Therefore such characteristics of MO will result in the effective management of different diversity; hence, good results are expected.
Some of the disadvantages of the multicultural organization paradigm include lack of result-driven attitude. The management is focused on ensuring they incorporate different culture without considering the skills they possess. Unlike the human resource paradigm, the employees in Multicultural environment experience higher levels of discrimination cases and stereotyping which are also common in such type of environment. There are those people who feel they are better than the other group, while others think that they are suppressed due to their inferior culture. Further the MO diversity paradigm incur more expensive as different cultures require different resources at the place of work. For example, Muslims need a different environment for Christians.
References
Barak, M. E. M. (2016). Managing diversity: Toward a globally inclusive workplace . Sage Publications.
Byrd, M. Y., & Hughes, C. (2018). A paradigm shift for diversity management: From promoting business opportunity to optimizing lived career work experiences. In Business Education and Ethics: Concepts, Methodologies, Tools, and Applications (pp. 1233-1259). IGI Global.
Harvard Business Review Text (2001) Schrank, pages 143-170.
Harvard Business Review Text (2001) Williamson, pages 189-208
Kirton, G., & Greene, A. M. (2015). The dynamics of managing diversity: A critical approach . Routledge.
Zagenczyk, T. J., Scott, K. D., Gibney, R., Murrell, A. J., & Thatcher, J. B. (2010). Social influence and perceived organizational support: A social network analysis. Organizational Behavior and Human Decision Processes, 111(2), 127–138.
