Diversity in the workplace is an issue that still goes on today. Although, throughout time it has improved greatly, there are still some problems with diversity in the workplace. The world’s increasing development requires more interaction between people from different backgrounds. People no longer live and work in a narrow-minded environment.
Companies need to embrace diversity and look for ways to become inclusive organizations because diversity has the potential to yield greater work productivity and competitive advantages (SHRM 1995).
The number of dual-income families and single working mothers has changed the dynamics of the workplace. Changes in the family structure means that there are fewer traditional family roles (Zweigenha and Domho 1998).
Today, diversity is beneficial to both associates and employers. Although associates are relative in the workplace, respecting individual differences can increase productivity. Diversity in the workplace can reduce lawsuits and increase marketing opportunities, recruitment, creativity, and business image (Esty et al. 1995). In an era where flexibility and creativity are keys to competitiveness, diversity is critical for an organization’s success. Also, the consequences, loss of time and money, should also not be overlooked.
However, there are also challenges to managing a diverse work population. Managing diversity is more than simply acknowledging differences in people. It involves recognizing the value of differences, combating discrimination, and promoting inclusiveness. Knowing what diversity is isn’t just knowing what it is, it is also understanding its history and its change throughout time. One has to be able to understand that discrimination and diversity and interconnected with each other. Managers may also be challenged with losses in personnel and work productivity due to prejudice and discrimination, as well as complaints and legal actions against the organization (Devoe 1999).Negative attitudes and behaviors towards someone can also be barriers to organizational diversity because they can harm working relationships and damage morale and work productivity (Esty et al 1995). Negative attitudes and behaviors in the workplace include being prejudice, stereotyping, and discriminating against someone.
People of the workplace are aware that certain skills are necessary for creating a successful and diverse workforce. First, employers must understand what discrimination is and its consequences. Employers must also recognize their own cultural biases and prejudices (Koonce 2001). Diversity is not about differences among groups, but rather about differences among individuals. Each individual is unique and does not represent or speak for a particular group. Employers must also be willing to change the organization if necessary (Koonce 2001). Organizations need to learn how to manage diversity in the workplace to be successful in the future (Flagg 2002). If organizations don’t understand/learn how to manage diversity in the workplace, that can cause a huge decline in the success in the workplace.
Unfortunately, there is no true way to end diversity in the workplace. It mainly depends on the employers/organizations ability to understand what is best for the organization based on teamwork and the dynamics of the workplace.
Roosevelt once said (2001), managing diversity is a comprehensive process for creating a work environment that includes everyone.
When creating a successful diverse workforce, an employer should focus on personal awareness. Both the employer and associate need to be aware of their personal biases. Which is why organizations need to develop, implement, and maintain ongoing training(Koonce 2001). Employers must also be able to understand that fairness is not necessarily equality and that there are always exceptions to the rule.
Managing diversity is about more than equal employment opportunity and affirmative action (Losyk 1996).
Another vital requirement when dealing with diversity is promoting a safe place for associates to communicate (Koonce 2001). Social gatherings and business meetings, where every member must listen and have the chance to speak, are good ways to create dialogues. Also, associates should never be denied necessary, constructive, critical feedback for learning about mistakes and successes (Flagg 2002).
A diverse workforce is a reaction of a changing world and marketplace. Diverse work teams bring high value to organizations. Respecting individual differences will benefit the workplace by creating a competitive edge and increasing work productivity. Diversity management benefits employees by creating a fair and safe environment where everyone has the access to opportunities and challenges. Management tools in a diverse workforce should be used to educate everyone about diversity and its issues, including laws and regulations.
References:
Esty, K., R. Gri n, and M. Schorr-Hirsh. 1995. Workplace diversity. A manager’s guide to solving problems and turning diversity into a competitive advantage. Avon, MA: Adams Media Corporation.
Koonce, R. 2001. “Rede ning diversity: It’s not just the right thing to do; it also makes good business sense.” Training and Development (December).
Loysk, B. 1996. Managing a changing workforce: Achieving outstanding service with today’s employees. Davie, FL: Workplace Trends Publishing.
Roosevelt, T.R. Jr. 2001. “Elements of a successful diversity process.” e American Institute for Managing Diversity.
Devoe, D. 1999. Managing a diverse workforce. San Mateo, CA: InfoWorld Media Group.
Green, Kelli A., et al. “Diversity in the workplace: benefits, challenges, and the required managerial tools.” University of Florida Cooperative Extension Service Institute of Food and Agricultural Sciences (2002).
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