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Workplace diversity entails acknowledging individual uniqueness, hiring, comprehending, and retaining a diverse workforce regardless of its age, ethnicity, nationality, gender, and religion (Senichev, 2013; Armstrong et al., 2010; Miller & Tucker III, 2013). The contemporary labor force is more diverse in its composition because of demographic aspects like migration and economic aspects, such as globalization and results to increased productivity.
Many studies have been previously carried out on diversity in organizations. This study is evoked by the gap left void by a considerable quantity of studies that have been done on workplace diversity in addition to its importance on organizational culture. Organizational leadership finds challenges in comprehending the aspects that lead to successful diversity management, and the managerial roles that could be implemented to handle concerns of workplace diversity successfully.
The purpose of this study will be to establish the different means of managing workplace diversity in addition to offering organizational leadership the essential techniques for triumphant diversity management in corporations, and Small/Medium-sized Enterprises (SMEs). This will illustrate to the leadership the means of building successful workplace diversity that will generate increased productivity.
This study will be carried out to discover the way organizational leaders, managers, and employees handle workplace diversity and its impacts to the organization’s existence, in addition to the way they deal with the challenges of a diverse workforce.
Consistent with previous research, the majority of organizations embrace diversity to increase their creativity and openness to change (Simons & Rowland, 2011; Guajardo, 2014; Clayton, 2010; van Dijk & van Engen, 2013). Enhancing and boosting workplace diversity has turned into a significant concern for leaders and managers in the contemporary world because of the identification of the manner in which changes are occurring in the workplace (Derven, 2013; Groves, 2014; Feitosa, Grossman, Coultas, Salazar, & Salas, 2012). Because managing diversity poses some challenges, organizational leadership tends to study management proficiencies required in workplace diversity to train employees in the organization concerning valuing diversity and treating their co-workers with decorum (Amah & Baridam, 2012; Triana & Garcia, 2009; Buttner, Lowe, & Billings-Harris, 2012). From some organizational leadership’s perspective, diversity is an enormous challenge though it distinguishes no organizational limits and has no restrictions (Bukhari & Sharma, 2014; Brief, 2008; Galbraith, 2009).
While corporations have organized different Employee Resource Groups to offer training programs and conferences to encourage the employees to embrace diversity, SMEs have human resource managers and directors who guide workers. Combining the varied skills and expertise from a diverse workforce enormously benefits organizations through reinforcing the reactivity and productivity of the labor force to acclimatize to the changing situations (Díaz-García, González-Moreno, & Sáez-Martínez, 2013; Doherty & Guyler, 2008; Rabl & del Carmen, 2014). To triumph over the challenges of diversity, organizational leadership has to comprehend discrimination and its negative effects on the productivity of the workforce (Castro, 2013; Dameron & Joffre, 2007; Triana, Garcia, & Colella, 2010). They must view diversity as the talents amid people in that each person is distinctive in a unique manner (Nishii & Özbilgin, 2007; Pieterse, Van Knippenberg, & Van Dierendonck, 2012). Moreover, organizations must develop a culture of constant training to generate awareness of the effectiveness of organizational diversity (Sharp, Franzway, Mills, & Gill, 2012; Choi & Rainey, 2010).
This study will use secondary method of data collection as there will be no creation of surveys or new instruments for this dissertation. Everything will be linked and cited to previous research on this topic. Data will be obtained from secondary sources of information such as books and peer-reviewed journal articles from Google and online libraries like EBSCOhost. The qualitative research approach to be used will be exploratory qualitative inquiry. Qualitative method of data analysis will be used. The study will focus on obtaining the views of organizations on workplace diversity, the major challenges in the management of a diverse labor force, and concerns of organizational operations and culture (Andrew, 2011).
Effective management of a diverse workforce ensures the pooling of different skills thus leading to increased productivity (Bell, Özbilgin, Beauregard, & Sürgevil, 2011; Huneycutt, 2013; Roberge & van Dick, 2010).
Amah, E., & Baridam, D. (2012). Adaptability and Organizational Effectiveness: A Study of the Nigerian Banking Industry. International Journal of Business and Management Tomorrow, 2(3), 1-10.
Andrew, P. H. (2011). Knowledge Workers Demography and Workplace Diversity. Journal of Marketing & Management, 2(2), 38-73.
Armstrong, C., Flood, P. C., Guthrie, J. P., Liu, W., MacCurtain, S., & Mkamwa, T. (2010). The impact of diversity and equality management on firm performance: Beyond high performance work systems. Human Resource Management, 49(6), 977-998.
Bell, M. P., Özbilgin, M. F., Beauregard, T. A., & Sürgevil, O. (2011). Voice, silence, and diversity in 21st century organizations: Strategies for inclusion of gay, lesbian, bisexual, and transgender employees. Human Resource Management, 50(1), 131-146.
Brief, A. P. (2008). Diversity at work. Cambridge, UK: Cambridge University Press.
Bukhari, S. S., & Sharma, B. C. (2014). Workplace Gender Diversity & Inclusive Growth in Public & Private Organizations. Indian Journal of Industrial Relations, 49(3), 551.
Buttner, E. H., Lowe, K. B., & Billings-Harris, L. (2012). An empirical test of diversity climate dimensionality and relative effects on employee of color outcomes. Journal of business ethics, 110(3), 247-258.
Choi, S., & Rainey, H. G. (2010). Managing diversity in US federal agencies: Effects of diversity and diversity management on employee perceptions of organizational performance. Public Administration Review, 70(1), 109-121.
Clayton, C. B. (2010). A new way to build the business case for diversity based on the numbers: The Diversity Profit Equation (d/PE™). The Diversity Factor, 18(3), 19-28.
Dameron, S., & Joffre, O. (2007). The good and the bad: the impact of diversity management on co-operative relationships. The international journal of human resource management, 18(11), 2037-2056.
Díaz-García, C., González-Moreno, A., & Sáez-Martínez, F. J. (2013). Gender diversity within R&D teams: Its impact on radicalness of innovation. Innovation: Management, Policy & Practice, 15(2), 149-160.
Doherty, N., & Guyler, M. (2008). The essential guide to workplace mediation & conflict resolution: rebuilding working relationships. London: Kogan Page.
Feitosa, J., Grossman, R., Coultas, C. W., Salazar, M. R., & Salas, E. (2012). Integrating the fields of diversity and culture: A focus on social identity. Industrial and Organizational Psychology, 5(3), 365-368.
Galbraith, J. R. (2009). Designing matrix organizations that actually work: How IBM, Proctor & Gamble and others design for success. San Francisco, CA: Jossey-Bass.
Groves, S. (2014). Diversity One: One Step, One Action, One Impact. Corporate Governance Advisor, 22(1), 19-22.
Guajardo, S. A. (2014). Workforce diversity: downsizing in the NYPD and its effect on minority integration. Police Science & Management, 16(2), 155-167.
Huneycutt, B. S. (2013). Conflict and communication in the workplace: An inquiry and findings from XYZ University’s study on religious tolerance and diversity suggesting ironies of cultural attitudes, free expression and conflict in an academic organization. Journal of Organizational Culture, Communications & Conflict, 17(2), 1-28.
Miller, S. K., & Tucker III, J. J. (2013). Diversity Trends, Practices, and Challenges in the Financial Services Industry. Journal of Financial Service Professionals, 67(6), 46-57.
Nishii, L. H., & Özbilgin, M. F. (2007). Global diversity management: towards a conceptual framework. The International Journal of Human Resource Management, 18(11), 1883-1894.
Pieterse, A. N., Van Knippenberg, D., & Van Dierendonck, D. (2012). Cultural diversity and team performance: The role of team member goal orientation. Academy of Management Journal, 56(3), 782-804.
Rabl, T., & del Carmen, T. M. (2014). Organizational Value for Age Diversity and Potential Applicants’ Organizational Attraction: Individual Attitudes Matter. Journal of Business Ethics, 121(3), 403-417.
Roberge, M. E., & van Dick, R. (2010). Recognizing the benefits of diversity: When and how does diversity increase group performance? Human Resource Management Review, 20(4), 295-308.
Senichev, V. (2013). Human Resource Diversity and Performance within the Frame of Organizations, Teams, and Individuals. Business: Theory & Practice, 14(4), 337-345.
Sharp, R., Franzway, S., Mills, J., & Gill, J. (2012). Flawed policy, failed politics? Challenging the sexual politics of managing diversity in engineering organizations. Gender, Work & Organization, 19(6), 555-572.
Simons, S. M., & Rowland, K. N. (2011). Diversity and its impact on organizational performance: The influence of diversity constructions on expectations and outcomes. Journal of technology management & innovation, 6(3), 171-183.
Triana, M. D. C., & Garcia, M. F. (2009). Valuing diversity: a group‐value approach to understanding the importance of organizational efforts to support diversity. Journal of Organizational Behavior, 30(7), 941-962.
Triana, M. D. C., Garcia, M. F., & Colella, A. (2010). Managing diversity: how organizational efforts to support diversity moderate the effects of perceived racial discrimination on affective commitment. Personnel Psychology, 63(4), 817-843.
Van Dijk, H., & Van Engen, M. L. (2013). A status perspective on the consequences of work group diversity. Journal of Occupational and Organizational Psychology, 86(2), 223-241
Many previous studies have been carried out on diversity in organizations. This study is evoked by the gap left void by a considerable quantity of studies that have been done on workplace diversity in addition to its importance on organizational culture. Organizational leadership finds challenges in comprehending the aspects that lead to successful diversity management and the managerial roles that could be implemented to handle concerns of workplace diversity successfully.
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