Effective Diversity Management

There are challenges to managing a diverse or variations of work population. Managing diversity is over merely acknowledging variations in individuals. It involves recognizing the worth of differences, promoting inclusiveness and combating or uprooting discrimination. Managers may be challenged with losses in personnel and work productivity because of prejudice and discrimination and complaints and legal actions against the organization (Devoe, 1999). Negative attitudes and behaviors may be barriers to organizational diversity as a result of they will damage working relationships and harm morale and work productivity (Esty, et al., 1995). Negative attitudes and behaviors within the work embody prejudice, stereotyping, and discrimination, that ought to never be utilized by management for hiring, retention, and termination practices (could result in expensive litigation).

Diversity problems are currently thought of necessary and are projected to become even more necessary within the future because of increasing variations within the U.S. population. Corporations ought to target diversity and appearance for tactics to become all-inclusive organizations as a result of diversity has the potential of yielding bigger productivity and competitive blessings (SHRM, 1995). Stephen G. Butler, co-chair of the Business-Higher Education Forum, believes that diversity is a useful competitive asset that America cannot afford to ignore (Robinson, 2002). Managing and valuing diversity may be a key part of effective individuals management, which might improve work productivity (Black Enterprise, 2001).

Effective diversity management has traditionally been used to give a lawfully invulnerable position against charges of discrimination. A firm having...

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...s certain best practices within the HRM arena for effective diversity management. These practices are believed to boost worker and organizational performance (Adler 1986; Deluca & McDowell 1992; Morrison 1992; Fernandez 1993; Hall and Parker 1993; Schreiber et al. 1993; Grace 1994). However, research conducted in past on hr diversity management mostly ignores the requirements and constraints of tiny businesses and pertains to the resource wealthy larger organizations. Small organizations commonly realize themselves unable to implement the simplest practice, as they’re more appropriate to giant organizations. For examples little businesses may not have in depth budgets for workers recruitment, to advertise and to hire hr consultants. Small organizations are a significant contributor to the general performance of the Australian economy (Wijewardena & Tibbits 1999).