Basically, diversity is classified into primary dimensions such as gender and age and secondary dimension such as education and religion among others. As such, workplace diversity in an organization is a global complex phenomenon that calls for management. As well, the workplace diversity is essential in furthering the available equal opportunities.
Essentially, workplace diversity in Asia has become prevalent because of the demographic influences that impact the available level of human capital in organizations as well as the clients. The increase of a number of women in the workplace as well as the aging population is the driving forces that require diversity. Additionally, the economic growth in Asia has also led to diversification in the workplaces. The discussion is significant as a clear understanding of the importance of diversification of workplace in Asia is illustrated. In essence, workplace diversity is viewed as an extensive concept and includes the various differences and similarities among employees (Èzbilgin, 2010). As such, for the needs of the employees from the various diverse socio-cultural, religion, gender, and ethnicity among others to be met, diversification in the management is, therefore, necessary.
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Essentially, in the Mercer research report of the year 2012, the “Diversity and Inclusion: An Asia Pacific Perspective”, that surveyed thirty-one organizations throughout the Asian region, illustrated and compared the practices in the region. As such, the report indicated that most organizations have a diversity strategy. According to the report, therefore, 92% of organizations in Hong Kong have engaged in a formal diversification strategy as well as 95% in South Korea and Japan, 82% in India, 65% in China, and 83% in Australia (Mercer research report of the year 2012). However, from the report, most of the Chinese commerce appears to pay less attention to diversification strategy engagement.
Additionally, the report asserted that the organizations that have implemented the diversification strategy, the focuses are mainly on culture, ethnicity, race, and gender. For instance in Hong Kong, diversification in the workplace is based on various percentages such as ethnicity and race at (47%), age (12%), disability (24%) and culture (41%). Additionally, throughout Asia, 74% of the workplace respondents argued that gender is the most essential in the workplace diversification, then the national culture, ethnicity, and race, age, disability, sexual orientation, and religion (Mercer research report of the year 2012). As the concept of diversity has become prevalent since the last decade in Asia Pacific, the human resource professionals and executives have largely implemented the diversification strategies in the workplaces. Interestingly, 14% of organizations without a formal diversification strategy argued of having flexible hours, for instance, 9% argued on family-friendly policies and 7% on employee networks, which indicate formal diversification strategies.
The report also asserted that the most common diversity programs are gender-related for instance, the women leadership development, such as flexible work measures (52%), family-friendly policies (43%), and mentoring (43%). In Asia, flexible work hours are valued and highly critical specifically as “more single people need to take care of their family whilst in Western Europe, the family rarely depends on one person,” claims Gaelle Olivier, the CEO of the AXA Asia, who was among the respondents in the survey (Èzbilgin, 2010). In stressing the importance of diversity management, Stockdale & Crosby 2010 argued that there are two crucial reasons for the importance of diversification in management in the workplaces. As such, due to immigration, the demographics is varying in regards to the descents of ethnic minority families. The increased technological advancement has led to the diversification of the workplace as well. As such, most of the Asian countries, for instance, Indonesia have embraced diversity in the workplaces. As a result, due to the diversification complexity, the diversity management also crucial for the organizations, so as to curb the conflicts that would arise due to the differences among the employees in workplaces. Moreover, diversity would be the issues of human rights as every human ought to be treated fairly, equally, and respectfully.
According to Gold et al 2010, organizations face a number of challenges with regard to diversity because the central principle is that all employees would be treated with respect, fairness, and dignity. Hence, diversity in workplaces is essential in the process and operational systems of a workplace. Moreover, Bergen (2002), asserted that when diversity management is handled improperly, it would easily lead to the devaluation of employees in a workplace that is perceived as culturally different, discrimination against members of the majority group, reinforcement and stereotype demoralization, as well as increased legal risks exposure. However, when diversity in workplaces is well handled, diversity management has resulted in a win-win situation for most of the organizations in the Asian region ( Èzbilgin, 2010) . For instance, enhancement of strong working relationships among employees reduces costs and increases productivity. Thus, by considering the negative effects of diversity when mismanaged well and ineffective the diversity management becomes the most crucial programs and policies for the organization in lessening the negative effect and maximizing the positive policies.
In addition to, the majority of the regions such as Singapore, China, and Malaysia in Asia have expressed diversification by including 50% of women in the workplaces. As such, the gender parity has been achieved in most of the organizations ( Èzbilgin, 2010) . Additionally, organizations in countries such as India and Japan are offering key support to the working personnel through the establishment of women development programs. Diversification has also been seen in regards to empowering the women staff through offering flexible hours and leave allowances such as maternity and paternity leaves. However, even with the gender diversification, women are still less and misrepresented in the senior and middle levels across the regions in Asia (Èzbilgin, 2010). For instance in Malaysia, most organizations offer short maternity leaves duration, as well as the least women, support in regards to women’s networks and development programs.
Diversity has played a key role in the multinationals operating in the Asian regions. For instance, in China, the IBM company policies indicate that all employees should be given equal opportunities in regards to training, promotion, and development. China has acknowledged the company for providing employment to persons with disability as well as the establishment of the programs that provide professional growth to women ( Èzbilgin, 2010) . In essence, organizations that have embraced diversity at workplaces in Asia provide superior services as the customer needs are superbly understood. As such, Wentling and Palma 200 argue that hiring persons with disability as well as women is crucial in helping the organization niche the market as both play a role in prosperity and development of a society. As such, managing and creating a diverse workforce in an organization would be viewed as a moral imperative.
Additionally, the Helwell-Packard company promotes diversity by retaining and hiring female employees. The organization has launched campaigns to create awareness on the importance of diversity and urge people to appreciate a mixed workforce in workplaces ( Èzbilgin, 2010) . As such, as the economy is shifting from manufacturing to service economies, diversity in the workplaces would gain importance in a service economy due to the increased interaction and communication. The service economy has led to increased globalization and diversity would play a crucial role in helping organizations enter the international arena. Diversity in workplaces is viewed as a competitive advantage of organizations as the organizations; performance, innovation, and effectiveness are enhanced. Diversity is a key tool for creativity and innovation more so when the organizations enter the global market.
Way Forward
In essence, workplaces should link diversity to the human resource management in regards to decision making more so in the recruitment and performance management. Organizations should establish diversity strategies basing on the strength of the human resource and the organization's culture. As such the management would first understand the organization’s culture before the implementation process. The workplace should provide an environment that would increase satisfaction and motivation of the diverse employees. As well, development and training programs that aim at improving skills that would deal with the daily diversity dilemmas should be implemented. As such, awareness of power relations would be examined as well as identifying the employee’s stereotypes, expectations, and perceptions. Additionally, it is important to assess an employee’s values and beliefs as the employees hail from different cultural backgrounds. As such, organizations should create a support system that prevents discrimination and isolation. As well, creating a communication intercultural forum would help employees to understand and appreciate ethnic and cultural differences and thereby assist in solving conflicts at workplaces. In addition to, the performance standards should be precisely and objectively established and communicated as well as identifying the undesirable behavior based on the performance discussions relating a diverse workforce.
Implications of the workplace diversity in Asia
In essence, building a multicultural organization in Asia would be hindered by insufficient language skills as well as language barriers. As well, the rationale for a diverse training program is not cost effective as employees from the different diversity are included. The programs train on how to deal with prejudice and conflicts. Diversity in workplaces results in conflicts. Mainly, conflicts are as a result of ignorance among the employees. As such, negative dynamics such as stereotyping and ethnocentrism would be created thus resulting in a conflict. Additionally, in the case of a mismanaged employee satisfaction and productivity would be greatly affected. Employees that perceive themselves as esteemed members of their organization are harder working and innovative (Prasad, 2006). However, it is unfortunate that the minority-group members regularly feel less appreciated compared to the majority group members due to the bad vices such as ethnocentrism, stereotyping, and prejudice. The mismanagement of diversity in regards to deny access to favorable treatment would create negative consequences, such as hindering the workers' motivation and abilities. As such, the mismanagement results in a decreased job performance. Therefore, in the case where the organization ignores the importance and existence of workplace diversity, conflicts would emerge and, thus, neither the organization nor the employees would realize the potential.
In summation, diversity in workplaces in Asia as discussed is essential. Therefore it is crucial to assess the diversity programs. For instance in Hong Kong, the human resource professionals adapt to the management practices and strategies due to the increasingly diverse talents. As such, the strategies would be effective and have a long-term effect. Diversity is viewed in a holistic manner as the Asian organizations go beyond the physical traits such as age and gender. As well, in order to sustain the diversity momentum in terms of the policies in the workplaces, diversity is linked to the business performance (Prasad, 2006). As such, it is essential for the organizations to be aware of the demographic changes thus being in a position to identify the consumer trends. As well, it is important to avoid the pitfalls in regards to mismanagement of diversity. The diversity mismanagement results in conflicts thus impacting negatively on the performance of the organization.
Additionally, building a multicultural organization in Asia would be hindered by inadequate language expertise as well as language hurdles. As well, the reasoning for a diverse training program is expensive as employees from the different diversity would be included (Prasad, 2006). The programs train on how to curb prejudice and conflicts. Diversity in workplaces causes conflicts between employees and the management. Mainly, conflicts are as a result of ignorance among the management and the employees. As such, negative dynamics are created for instance stereotyping and ethnocentrism thereby resulting in conflicts.
The paper, provides for the way forward for the diversity in the workplace in Asia. As such, workplaces should link diversity to the human resource management in terms of decision making such as in the recruitment and performance management. Also, organizations should create diversity strategies basing on the strength of the human resource and the organization's culture. As such the management would first understand the organization’s culture before the implementation process. The workplace should provide an atmosphere that would increase satisfaction of the diverse employees. As well, progress and training programs that aim at improving expertise that would deal with the daily diversity dilemmas should be implemented. As such, awareness of power relations would be examined as well as identifying the employee’s stereotypes, expectations, and perceptions.
Additionally, it is important to assess an employee’s values and beliefs as the employees hail from different cultural backgrounds. As such, organizations should create a support system that stops discrimination. As well, it is important to create a communication intercultural medium so as to help employees appreciate ethnic and cultural differences and thereby solving conflicts at workplaces. Lastly, the performance standards would be objectively established as well as identifying the undesirable behavior based on the performance discussions concerning a diverse workforce.
References
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Èzbilgin, M. F., & Syed, J. (Eds.). (2010). Managing gender diversity in Asia: A research companion . Edward Elgar Publishing.
Gold, Jeff, Rick Holden, Paul Iles, Jim Stewart, & Julie Beardwell. (2010). Human Resource Development: Theory & Practice. New York: Palgrave Macmillan.
Stockdale, Margaret S. & Crosby, Faye J. (2010). The Psychology and Management of Workplace Diversity.Boston: Blackwell.
Wentling RM, Palma-Rivas N (2000). "Current status of diversity initiatives in selected
Multinational corporations", Human Resource: Development Quarterly.
Prasad, P., Pringle, J. K., & Konrad, A. M. (2006). Examining the contours of workplace diversity Handbook of workplace diversity, 1-22.
