According to unit 3, diversity and inclusion are closely related to today’s global management. To be precise, general definition of diversity apart so that they could examine things at a more specific level. They coined the terms deep-level diversity and surface-level diversity. Surface-level diversity is the type most commonly referred to in everyday language. Deep-level diversity, on the other hand, is those differences in beliefs, values, attitudes, etc., that do affect much more directly how a person behaves. Considering that diversity can easily bring conflicts, global leaders should not only be aware of it but also take immediate actions to deal with related conflicts (“Deep- Versus Surface-Level Diversity,” 2020). That is, inclusion. To retain and develop top talent, it is essential to look honestly at the end-to-end experience of employees, to focus on creating conditions that promote daily inclusion and to design ways of measuring impact (Florentine, 2019).
Based on China’s reality, with the national initiatives and strategies such as “One Belt And One Road” and “innovation-driven”, Chinese enterprises are also facing severe diversified management challenges. The implementation of the belt and Road Initiative is bound to intensify the internationalization process of Chinese enterprises, and the composition of customers and employees with different RACES, nationalities, beliefs, cultures and values will inevitably increase the necessity and complexity of heterogeneous HUMAN resource management. At the same time, the implementation of the “innovation-driven” strategy has increased the pressure on Chinese enterprises to innovate. The wave of Internet and sharing economy has brought about changes in business model, employment model, management model and working model, and it has become an alternative strategy for enterprises to stimulate the innovation vitality and potential value of heterogeneous human resources. It can be seen that Chinese enterprises are also faced with the diversity management problem that the United States and Europe have encountered since the middle and lower part of the 20th century: they should not only avoid the conflicts in diversity, but also give play to its strategic value. Not only that, under the influence of eastern culture, Chinese enterprises may also face unique diversity management problems. Studies have found that in Countries influenced by Confucian culture, employees from different places, schools and positions have different perceptions of being excluded or rejected in the workplace.
First, a diverse workforce contributes to innovation in all aspects of the enterprise and enhances the uniqueness of decision-making. A diverse workforce gives an organization greater insight and enables it to be more sensitive to customer needs. Studies have shown that diversification leads to more effective decision-making processes and better organizational performance, mainly because of the positive effects of sharing different perspectives and ideas, which can lead to innovation and competitive breakthroughs for enterprises. Second, diversity of employees has a positive effect on organizational performance and returns.
Combining the specific situation of Chinese enterprises, I think they can utilize the following solutions to tackle diversity and make use of inclusion. Firstly, everyday equality. Secondly, accountability. Third, identify the incentives and promotion determinants.
References
Deep- Versus Surface-Level Diversity. (2020). https://psu.instructure.com/courses/2075490/modules/items/29697160
Florentine, S. (2019). Diversity and inclusion: 8 best practices for changing your culture. CIO. https://www.cio.com/article/3262704/diversity-and-inclusion-8-best-practices-for-changing-your-culture.html
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