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the need for diversity in the workforce
implications of workforce diversity
workforce diversity literature review
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Diversity is a composite of racial, gender, ethnic, nation origin, cultural, attitudinal, social-economic, and personal differences. With the many legal implications and issues surrounding every aspect of the Human Resource function, the human Resource department must be prepared to resolve issues in a timely and cost efficient manner. With the saturation of laws surrounding personnel, nearly every decision made by the Human Resource Department has the potential for legal suits. Even if the Human Resource department has done everything that is required of them, it can still be costly to defend it. That is why supervisors, managers and workers must be trained on managing diversity in the workplace.
The diversity in the population indicates diversity in the workforce. By the year 2005 for every 100 workers there will be 15 immigrants; 16 U.S. born Black, Hispanic, other; 32 U.S. born White man, and 47 women, including women of color. The workforce will be made up of more women due to economic necessity and personal choice. In 1950 the work force was 30% female, in 1985, 54% of working age women were in the work force. This figure is expected to rise to 65% in 2005. Six out of seven working age women are projected to hold jobs by the middle of the 21st century. The work force will be made up of more minorities, not only due to population growth rates, but also due to immigration. Minorities and immigrants will be one third of the new workers entering the work force between 1985 and 2005. 1.3 million immigrants enter the country each year, most are in the south and west. From 1983 to 1992, 8.7 million legal immigrants arrived in the U.S., the highest number in any ten-year period since 1910. There has also been an e...
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...onfront behaviors, be comfortable asking about preferred terminology and treat people as individuals.
Works Cited
Bennett, Milton J. Sharing the Vision: Moving Beyond tolerance. School Safety. Fall 1993
Blank, Renee and Slipp, Sandra, Voices of Diversity. American Management Association, 1992
Dominguez, Cari M., "The Challenge of workforce." The Bureaucrat, Winter 1991-1992.
Gardenswartz, Lee, and Rowe, Anita, Managing Diversity: a Complete Desk reference and Planning Guide. San Diego: Business One Irwin/Pfeifer & company, 1993.
Gardenswartz, Lee, and Rowe, Anita, Diverse Teams At Work, Capitalizing on the Power of Diversity. Irwin Professional Publishing 1994.
Johnston, William, and Parker, Arnold, WORKFORCE 2000. Hudson Institute, Indiana, 1987
Cañas, K. A., & Sondak, H. (2014). Opportunities and challenges of workplace diversity: Theory, cases, and exercises (3rd ed.). Upper Saddle River, NJ: Pearson.
Mor-Barak, Michàlle E. (2005) Managing Diversity: Toward a Globally Inclusive Workplace. Thousand Oaks, California: Sage Publications.
Stoner, C., & Russell-Chapin, L (1997). Creating a culture of diversity management: moving from awareness to action. University of California. Retrieved April 8, 2005 from University of Phoenix, InfoTrac
Diversity is the piece that makes the modern workforce so amazingly unique and challenging at the same time. Valuing diversity means creating a work environment that respects and includes differences, recognizing the unique contributions these differences can bring, and maximizing the potential of all employees and the company. In The Loudest Duck, the author describes what often happens when diverse individuals enter the modern diverse workplace. Liswood gives great examples, analogies and shares simple insights into the hardships of bringing people from diverse backgrounds together to accomplish goals. The main emphasis is put on recognizing that diversity strictly by statistics of different races and/or genders present is insufficient.
According to John Fernandez, author of the book “Managing a Diverse Work Force”, white males would make up only fifteen percent of the net additions to the labor force between 1985 and 2000. White males were already in the minority, representing only forty-five percent of America’s 115 million workers in 1985.
Pollar, Odette & Gonzalez, Rafael. (2011). Dynamics of diversity: strategic programs for your organization. Boston, MA: Crisp Pub Inc.
Gender, racial, and ethnic diversity means different things to different people. Some believe that diversity is about quotas, and affirmative action. Others believe that diversity is something that will happen on its own with out intervention. Some experts who study diversity, however, believe that diversity is not something that should be left up to chance. It is important, therefore, for organizations to take action to encourage and foster diversity in the workplace (Clarke, 1995, p. 13).
Kossek, E.E, Lobel, S.A & Brown, J. (2005) ‘Human Resource Strategies to Manage Workforce Diversity: Examining the Business Case’. Available at: http://books.google.com.ng/books?hl=en&lr=&id=zUYHDw_detEC&oi=fnd&pg=PA53&dq=HR+strategies+in+designing+multicultural+teams&ots=GQEMrnrt3N&sig=jXJCo2ifZdrMBa4rC-8ruKFJClw&redir_esc=y#v=onepage&q&f=false Accessed: 27th March, 2012.
The impact of diversity in the workplace is contingent upon several factors. Across companies diversified workforces are becoming increasingly common. To successfully manage a diverse workforce, organizations are ensuring that employees understand how their values and stereotypes influence their behavior toward others of different gender, ethnic, racial, or religious backgrounds; are gaining an appreciation of cultural differences among themselves; and behaviors that isolate or intimidate minorities are being improved (Noe et al., 2010, pg. 302).
Managing workplace diversity well requires the creation of an wide-ranging environment that values and utilizes the contribution of people of different backgrounds, experiences and perspective. All organizations policies, practices and processes that impact on the lives of employees need to recognize the potential benefits that can be derived from having access to range of perspectives and to take account of these differences in managing the workplace. Work systems, organizational structures, performance appraisal measurements, recruitment and selection practices and career development opportunities all have impact on the organizational behavior upon the management of diversity.
Harvey, C. P. & Allard, M. J. (2012). Understanding and managing diversity (6th ed.). Saddle River, New Jersey: Pearson
Barak, M. E. (2005). Managing diversity: toward a globally inclusive workplace. Thousand Oaks, Calif.: Sage Publications.
Diversity is a highly important issue in today’s business, especially in a globalized company. Workplace diversity helps to get better solutions to business problems (Schawbel, 2012). When you have a group of individ...
For the purpose of this paper, I will define what the term Diversity means, and then I will concentrate on the diversity as a result of geographic origin or ethnic diversity. I will look at how ethnic diversity is managed generally and then how my employer, deals with the diverse ethnic groups in its organization and what it needs to improve on.
Diversity is all around us and how organizations deal with the notion of diversity can be complex and quite diverse. We know that being diverse in the workplace is important to the organization's success, should be recognized, accepted, and embraced. It’s how the organizations live up to what they believe in and must go above and beyond legal compliance and requirements to promoting diversity and inclusion. Otherwise, employees may view the organization's vision and policies as lip service and only be tolerant of diversity because the organization said so.