Managing Diversity in the Workplace

John F. Kennedy once said that "If we cannot end our differences, at least we can help make the world safe for diversity." Managing diversity takes the forefront as one of the significant steps in making sure people live harmoniously in workplaces, schools, and countries, regardless of their differences. White and Rice (2010) identify different forms of diversity that exist, such as age, gender, race, linguistic, religious, socioeconomic, cultural, and ethnic diversity. Wyatt-Nichol and Antwi-Boasiako (2012), on the other hand, outline two dimensions of diversity; primary and secondary. The primary factors include race, gender, age, and ethnicity. The secondary aspects, easily get influenced and include educational backgrounds, work experience, socioeconomic status, and geographical locations. This paper explores the literature that exists about the management of diversity while discussing the state of evidence on the topic and identifying the best practices when managing ethnic differences.

Popescu and Rusko (2012) define diversity management as a managerial principle that human resource managers apply in making decisions and implementing practices. It leads to the creation of greater inclusion of all people in workplaces regardless of their differences. From the definition, diversity lies in the cultural patterns and, consequently, in systems of various organizations. Therefore, there is a possibility of redesigning such models through changing the practices that indicate biases. Hur and Strickland (2015), define diversity management as an effort to ensure that individuals from different backgrounds have good working relationships, in which everyone has a feeling of belonging. All the definitions touch on bringing about inclusivity and belonging-ness regardless of the differences mentioned above.

Wrench (2016) states that diversity management happens to be the latest among several strategies that have been formulated to eradicate diversity and that characteristically. It differs significantly from the previously employed mechanisms, such as equal opportunities and affirmative approaches. One difference is the rationale, which mainly is to the improvement of organizational efficiency and competitiveness. The contrast brings about one of the strategies of managing diversity in organizations, which involves making reasonable allowances for such differences in the policies of a particular organization (Wrench, 2016). Consequently, a more vibrant, more creative, and productive environment results which enhance the performance and the competitiveness of an organization.

White and Rice (2010) indicate that diversity at workplaces can be managed through changes in communication, values, leadership, power arrangement, and organizational structure. The administration of a particular organization needs to be responsive to the demands of every diverse workforce. Leaders implement policies in organizations, and so they can allocate funds and personnel to propagate diversity management initiatives through newsletters, meetings, and policy statements Wyatt-Nichol and Antwi-Boasiako (2012). Additionally, Popescu and Rusko (2012) state that a comprehensive managerial approach facilitates diversity management. It aims to create a workplace environment with no considerations nor programs but rather which incorporates all employees without looking into how different they might be.

Gilbert et al. (1999) outline three applicable ethical principles, the golden rule, disclosure rule, and the rights approach applicable in diversity management. Although old, the article gives three different principles that are relevant to diversity management. The first principle, called the "Golden Rule," involves fair treatment. The second principle, called "Disclosure Rule," consists of being comfortable with decisions and policies after minding that those they are intended for would be comfortable with them. The "Rights Approach" principle assumes that everyone has the right to do whatever they would like with their lives. They do that which makes them unique as long as it does not interfere with the freedom of others.

Hur and Strickland (2015) further outline more approaches that organizational managers have applied to manage diversity. Some of them include team norms and interpersonal congruence and strategic planning. Wyatt-Nichol and Antwi-Boasiako (2012) clarify that an organization must link diversity to its overall strategic plan. It helps in ensuring that the concerned parties don't disregard diversity initiatives, which could make such initiatives vulnerable to cuts when funds are tight." Others include measures to reduce conflicts among diverse groups while promoting a diverse culture, thereby increasing the level of a particular organization's diversity level through recruitment. The article by Wyatt-Nichol and Antwi-Boasiako further states the ways through which minority groups can be recruited, for instance, through multicultural and minority-focused professional organizations. Hur and Strickland (2015) outline that local governments increase minority diversity levels at workplaces as a measure of diversity management. Additionally, they state that government organizations apply affirmative action plans which facilitate equal employment opportunities. Additionally, organizations can adopt diversity missions, since a mission statement has the powers to constantly reminding members of an organization; from employees to managers, of the goals and philosophy of the organization concerning diversity.

Through diversity training, as Hur and Strickland (2015) explain, employees, acquire the ability to not only make the workforce understand diversity but also value it. Training helps create awareness and equips people with skills on how to work with diverse cultures. Resources can also be set aside for addressing diversity and inclusiveness in workplaces and for the training. Diversity advocates can even be recruited to spearhead and promote initiatives on diversity. Additionally, as Wyatt-Nichol and Antwi-Boasiako (2012) state, linking diversity efforts to the goals and objectives of organizations can also be an effective strategy for diversity management.

Sabbagh (2011) outlines affirmative action policies as measures for diversity management. They include outreach, direct, and indirect affirmative actions. Awareness, as Sabbagh states "..are proactive policies designed only to bring a more diverse range of candidates into a recruitment or promotion pool, with group membership being taken into account in a limited way, within the preliminary process of enlarging the set from which applicants will eventually be selected" (Sabbagh, 2011)

Direct affirmative action also called preferential treatment or positive discrimination, "refers to measures that grant an advantage to the members of designated groups in the final decision over the allocation of scarce goods, through more or less flexible policy instruments" (Sabbagh, 2011). Finally, indirect affirmative action refers to “policies that appear impartial but are designed to benefit (implicitly) designated groups more than others and might be construed as "disparate impact" discrimination if the outcomes for the affected group were reversed" (Sabbagh, 2011).

In all the available literature, evidence exists that supports the fact that in organizations, best leadership practices have the most substantial weight in terms of how to manage diversity. The right leadership strategy supplements almost all the other strategies since its the leaders who hold the responsibility and authority of ensuring their success. Leaders can allocate resources to diversity management, formulate policies while at the same time, employ a diverse workforce. Therefore, it can be concluded that leaders hold the key to the success of initiatives geared towards managing cultural diversity, but only if they exhibit competency. They can ensure that they formulate policies, allocate sufficient resources as well as ensure programs for training staff on how to relate with a culturally diverse are made available. Therefore, diversity management, especially in organizations and in public service, is a challenge that requires critical attention form management, while the employees should also be incorporated in each and very plan for effective results. Managing diversity brings positive effects to organizations in terms of goal achievement, competitiveness and an environment conducive for work,

References

Gilbert, J.A., Stead, B.A. & Ivancevich, J.M. (1999). Diversity Management: A New Organizational Paradigm. Journal of Business Ethics, 21, 61-76

Hur, Y., & Strickland, R. (2015). Diversity Management Practices, Do they make a Difference? Examining consequences of their adoption in local Governments. Public Administration Quarterly, 39(2), 325-357. Retrieved from http://www.jstor.org/stable/24772857 

Kalargyrou, V., & Costen, W. (2017). Diversity management research in hospitality and tourism: Past, present, and future. International Journal of Contemporary Hospitality Management, 29(1), 68-114. doi: http://dx.doi.org/10.1108/IJCHM-09-2015-0470 

Popescu, S., & Rusko, R. (2012). Managing diversity in public organizations. Global Business and Management Research, 4(3), 235-247. Retrieved from https://search.proquest.com/docview/1285239511?accountid=45049 

Sabbagh, D. (2011). The rise of indirect affirmative Action: Converging Strategies for Promoting "Diversity" in Selective Institutions of Higher Education in the United States and France. World Politics, 63(3), 470-508. Retrieved from http://www.jstor.org/stable/23018778 

White H. & Rice, M. (2010). The Multiple Dimensions of Diversity and Culture, Review of Diversity and Public Administration: Theory, Issues, and Perspectives, 2 nd ed.

Wrench, J. (2016). Diversity management and discrimination: Immigrants and ethnic minorities in the EU. Routledge.

Winn, M. & Taylor-Grover, L. (2010). The Challenge of Balancing Organizational Expectations Revisited. Review of Diversity and Public Administration: Theory, Issues, and Perspectives, 2 nd ed.

Wyatt-Nichol, H., & Antwi-Boasiako, K. (2012). Diversity management: Development, practices, and perceptions among state and local government agencies. Public Personnel Management, 41(4), 749-772. Retrieved from https://search.proquest.com/docview/1664901555?accountid=45049