A corporation refers to a company or a group of individuals allowed to act as a single entity created by law as a person and recognized as such in law. The members of a corporation are known as shareholders. The shareholders are the corporations investors hence maximize on their wealth. The key characteristics of workforce diversity include, but not limited, race, ethnicity, sex, age, religion, ability, geographical location and sexual orientation. A company or a corporation that adopts diversity can broaden its skill and become more competitive and innovative. Diversity management is considered as the process aimed to maintain and create a positive work environment, where all individuals’ similarities and differences are valued. All individuals can effectively maximize their contribution to the organizations’ objectives and goals.
A corporation’s shareholders have responsibilities and privileges. The shareholders get to enjoy the profits of the corporation they have invested in. They also get to vote for the directors they want or whether to end or merge the corporation. The corporation shields them from personal liability compared to own companies.
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A corporation can hire its members or shareholders as employees as well as employee nonmembers. This means that there is the existence of the employer and employee relationship. When an employer brings a new member of the workforce abroad, he/she is also starting a new work relationship. These relationships must be maintained or the organization may be affected if they fail. Employee and employer should first of all maintain mutual respect as well as respect the company or business ethics. The both of them should maintain mutual employer-employee relationship reliance. Employer should provide the agreed payment when the employee completes the given task.
Managers have to have certain principles atitudes and skills to manage the increasingly diverse workforce effectively. Diversity management deals with deference, acceptance and acknowledgement that individuals are different and unique from each other. The managers have to develop the correct performance and business oriented attitudes as well as ethical principles that enables them to make peculiar use of diverse workforce. Managers also need to train how to manage the diverse workforce hence advocates for the development programs such as equal opportunities awareness training. Managers can use the following tips to help the management of diversity workforce for effective and good working environment.
A good manager can manage a diverse workforce by enforcing a zero-tolerance policy at the work place. Jokes about people’s differences or stereotypical assumptions should be condemned and the manager must put in place policies that can handle such transgressions and let employees known that such transgressions will not be tolerated. The manager can establish formal grievance policies and procedure so that employees can know how to report issues and the manager can respond and act swiftly. A manager should respect and not show favor toward a particular group of people who work for him/her. Executives and management should have an open minded behavior in the work places and communicate about the value of diversity at company-wide meetings.
A good manager with a diverse workforce should invest in sensitivity training. It can help employees to examine and adjust their perspectives about people who are different than they are, appreciate the views of other people that are different from theirs. It can also help the employee to communicate calmly if they are offended, know the things that are offensive, and apologize if they offend others unknowingly. Some companies train their employees online.
A company should put its policies in writing and documentations about equality, terms of hiring, pay and promotion based on performance as a tangible reminder to all employees. This helps in addressing diversity in ways such as outlining in the company’s policy on the code of conduct towards diversity. The policies should also cover the communication discrimination acts. Written nondiscrimination policy allows people to know about the laws and regulations concerning diversity and what exactly is not allowed in the company. They should also fully expound on the compensation and benefits policy, and employment and termination policies.
The managers should also view employees as an individual not as a group in order to understand their strengths and shortcomings. The managers should respond promptly and firmly when employees express prejudice or stereotypes at individual level hence making them responsible. They should also encourage the co-workers to judge the work and not on personal basis. This helps to reduce dwelling on the stereotyping and complete the given tasks.
A manager should encourage and enforce team building during exercises and activities. It enforces trust among employee that enables an organization to flourish. Employees get to speak out their hearts and share their uniqueness. This helps to ease their nervousness hence they can blend in the environment. It also allows free flow of communication and sharing of ideas, concerns, queries and solutions that ensures a healthy environment for all the employees.
Organizations that have and can manage their diverse workforce has the most benefits and brings out the best of individual employees and their unique skills, creativity, experience and their knowledge on the organization. A good manager should be able to handle the diversity of all the employees that work in the organization or company. The relationship between an employee and the corporation should be good and beneficial to both sides.
REFERENCES:
Krøtel, S., & Villadsen, A. (2017). The relation between organizational diversity and employees’ turnover behavior. Academy Of Management Proceedings , 2017 (1), 17658. doi: 10.5465/ambpp.2017.17658abstract
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. doi: 10.1016/j.ijintrel.2012.09.001
