The use of diversity for the welfare of an

The Strategic implementation of Human Resources Managementtools for tackling diversity challengesHisham Alnashef     Table of Contents Abstract 3 I.      Introduction. 4 1.1       Human Resources Defined: 4 2.1       Diversity Defined. 5 II.     Best Practices. 6 1.

2       Organizational Goals: 6 2.2       Organizational Role: 7 3.2       Organizational Strategic Planning: 8 Legal Acts. 9 Benefits of diversity. 10 1.

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     General advantages of diversity. 10 2.     Gender advantages of diversity. 11 Challenges of Diversity. 12 HRM strategies for managing diversity productively.

13 Conclusion: 16 References. 17   AbstractThe globalization impact has laid its effect onorganizations of different aspects. The main challenge and controversy lieswithin the effective utilization of diversity in improving and developing thework space. The main objective of this research is to understand and evaluatethe attitudes of employees and employers with respect to cultural and genderdiverse workforces. In addition, the human resources management role ineffectively seeking approaches towards the commendable use of diversity for thewelfare of an organization. The examination and evaluation of the managerialapproaches can aid in the implementation of three primary Human resourcespractices which are job designing, training and recruitment.

  The definition of diversity itself has been atricky notion due to the wide spectrum of human differences on differentlevels. However, the global definition of diversity is addressing whilerespecting the differences of people regardless of their subtle characteristicswhich they may possess.  The demographicsattribute to another managerial challenge through which the gender roles havepresented a critical reflection on the reluctance of organizations to assignfemales in senior HRM practices. Moreover, the immigration rates have beenincreasing dramatically and leading to ethnic diversities where tolerance andacceptance have been added to the agenda of training on managerial humanresources level.   Within this context, the research will befocused on highlighting the diversity benefits in the workspace for bothemployers and associates while focusing on the challenges proposed and how tomanage diversity effectively for the build-up of organizationaldevelopment.

   Keywords: Human Resources,management, diversity, challenges, tools, approaches                                                                                                                                                             I.           Introduction 1.1  Human Resources Defined: The Humanresources management HRM is the main crucial function of any organization thatensures balance and interrelations among the organizational structure. Itfocuses mainly on the management of recruitment and orientating direction foremployees of the organization. The members of the HRM are the tools that ensuretraining, coaching, administrative services, management and legal advice. Theyare responsible for the oversight of talent management needed by the organizationsfor adequate and successful operations (Heathfield, 2017).  HR departments develop the organizationalculture through structuring effective development generated by the oversight ofempowering the team buildup and employees’ motivation.

  In addition, they encourage the communityoutreach of their organization through philanthropic activities and socialengagements. In a fullyintegrated human resources management system, the line managers portray a rolein attributing to the productivity, influence and degree of engagement withinthe staff board, and for the follow up of superior employees through retentionand development.  The responsibilitiesthat consume most of the HRM time and energy are the outsourcing activitiesthat contribute mostly to the value of the organization. Outsourcing is mainlyconcerned with payroll, consultation, training, policy and plans drafting. However,currently and due to the introduction of different technological and culturalaspects, HRM is changing focus towards approaching the workspace from astrategic comprehension of culture and environmental factors.

The new focus ofthe HRM is adding value through outsourcing training for tolerance anddiversity of the workplace through achieving goals and designated objectives(Heathfield, 2017).The Strategic Human Resources Management Model 2.1  Diversity DefinedThe term diversity is specifically focused oncontextual and individual societal aspects defined through the variety ofcontextual constructs.

It is mainly referred to as the different factorscontributing to the distinguishing of individuals from each other. The mainaspects of differences are personal traits, internal and external traits andorganizational status (Kreitz, 2007). The four areas of diversity as mentionedbefore encompass the inclusive definition of diversity, through which internaland external factors such as gender and ethnicity are a minor part of a largespectrum of differences hidden within the diversity title. The pivotalapproaches towards diversity from a managerial perspective has to be alteredbeyond the visible constrictions in order to develop a comprehensive measuretowards moving diversity for the organizational development. The HRMresponsibilities are a delicate set of priorities that should be fairlyobjective and attentive to the adapt selection of the most appropriatecandidate for the vacant position regardless of their differences.

However,unequal treatment within organizations still persists upon those that aren’tfrom the same dominant culture which limits the advancement of the organizationsince constructive change can’t be achieved if the management of theorganization can’t overcome the barriers that come along with diversity andmanage it properly.                                                                                                                                                            II.           BestPractices1.2  Organizational Goals:The HRM canbenefit from diversity in the organization through structuring three main goalsto achieve which are:·       Workforce diversity:where the recruitment can include potential skills from diverse aspects andcultural segments that can aid the increase in efficiency of performance acrossall of the organization sector.

·       The WorkspaceInclusion: where HRM can cultivate a strategic culture aiming at andmotivating flexibility and collaborations to enable reaching the full potentialof employees and retention·       Sustainability: the HRM is responsible for draftingstrategies for developmental reporting where the management can managediversity towards the institutionalization of an inclusion culture towardsrefinement of approaches adapted  2.2  Organizational Role:The best practices of the organization arethe acceptable rules and regulations drafted by the HRM towards the optimumresults serving the organization’s goals and objectives.  However, the best practices are a challengespecifically in managing diversity of the workplace and thus reliance on otherexpertise to resolve and attain conceptual understanding of this notion is thebest solution.  Based on extensiveresearch and expertise knowledge and research, eight best managerial practicesfor properly managing diversity have been concluded:1)      Commitment of Leadership where the managers circulate acommutable vision on the importance of diversity for the organization2)      Inclusion of diversity as a crucial part of the strategicplanning of the organization   3)      Linking performance to diversity through emphasizing thatproductivity and development increase is directly linked to diversity inclusion4)      Qualitative and quantitative measurement and monitoring of thediversity inclusion program5)      Implementation of accountability where means are issued toensure the compliance with the diversity monitory progress6)      Sequential planning where succession is strategically identifiedthrough tools for talents insight and identification7)      Recruitment 8)      Training for all levels of organization and education ondiversity benefits to the employees themselves and to the organization ingeneral3.2  Organizational Strategic Planning: Each organization should have a strategic plan developed in order fordiversity promotion across its structure where analysis of the diversityadvantages should be assessed and through which recommendations should bedrafted for all levels of employees that ensure their involvement. Moreover,the inclusion of diversity should be institutionalized as a critical andeffective aspect of the strategic planning. This will aid the organization indefining and pinpointing gaps to ensure compliance with the goals.

In addition,metrics can be executed towards the evaluation of progress and implementationof accountability on executive and management levels.  Legal Acts All organizationsare compelled by federal legislation to oblige to the rules that supportrespect, equity and diversity. These rules attribute to a positive andconstructive work culture that is bias of impartiality and focuses on equalityregardless of the culture and gender  ACTPS VALUES AND PRINCIPLESa.      Public servicesb.     Responsiveness to: o  governmental requirements o  Public needc.

      Functional Accountabilityto the government d.     Fairness and integritye.      E?ciency and e?ectiveness The respectfulworkplace governed by core regulations ensure the build-up of a developmentalcultural focused on embracing individualistic differences. The equitymanagement of diversity can assist in employees’ management towards performanceenhancement. Diversity fostering characterizes the engagement of employees inboth functional and challenging work environment that allows the innovationculture necessary for the entrepreneurship of the organizational skills   Benefits ofdiversity.1.

      General advantages of diversity The diversity inthe work place proposes different advantages both on organizational and stafflevel since it implies drastic conceptual changes that are characterizedthrough:o  Innovation developmentcharacterized by depending on new ideas from the conceptual differencesproposed by diversity among employeeso  Problem tacking and solvingwhich is contributed to through the multiple dimensional perspective of havingdifferent backgrounds and insights.o  The difference in educationand training among the diverse workplace allows the introduction of innovativeand genuine ideas to emerge which facilitate the development of theorganizationo  The global ethnicities anddemographics allow the creation and reach out for a wider client base andbroader aspects of products and serviceso  Creating the opportunityfor better staff retention and recruitmento  Increasing the competitivespirit among employees and staff which will contribute to creativity andenhanced performanceo  Widening the talent pool toinclude domestic and international talents which will reflect a positiveorganizational image for the publico  Increasing the morality andproductivity of the organizational structure through implementing inter-staffcorrelations and relations o  Increasing the tangible andintangible benefits through qualitative enhancement in customer service 2.      Gender advantages of diversity It is evident that in the current modern days the influence of womenis increasingly being incorporated in different cultural and social aspects.However, the struggle in the workplace remains a critical issue. Nevertheless,the contribution of women to the agility and flexibility of the work place isevident through the advantages proposed through:           Atlassian’s 2017 State of Diversity hassurveyed one thousand four hundred employees to understand how the workforceenvironment has been effected and the results demonstrated the advantages onpersonal and interpersonal levels:   Challenges of Diversity.Although diversity adds value to the organization, it alsoimplicates challenges that are summarized through:o  The increased costsmanifested in training of the new comers on the language and culturalrequirements in order to guarantee their integration on both social andorganizational levelso  The increased potential ofconflict incidents within the same workforce characterized by any of theethnical, cultural or personal difference which may have an effect on theproductivity of worko  The ignorance ofmismanagement of diversity from managerial positions can implicate andfacilitate employee’s dissatisfaction which lowers motivation, performance andthe productivity in generalo  The necessity of theorganization to accommodate to the needs of the new employees whether it wasbased on cultural, ethnic or religious backgrounds o  The need to maintain a codefor reverse discrimination where majority of the employees may feel unjust tothe preferential of the new minority o  The competitive spirit thatmay easily turn from an advantage to a disadvantage within the workplaceo  Stereotyping o  Discrimination o  High turnover rateo  Absenteeism o  Globalization may have anegative impact on the proper decision makingHRM strategies for managing diversity productively.

Managing diversity is the responsibility of effective humanresources managers whom are accountable to ensure the effective incorporationof diversity in the work place for a successful work force.  The ability to manage the proper dynamicsthat allow the identification and understanding of differences based onindividuals and not on groups. The managers should create an environment thatincludes each individual based on their personal skills and promotion ofawareness.  However, since there is noguidelines or rules that govern the proper management of diversity, there are aset of five practices that the management should tackle to manage diversity:   1.

     Incorporatingfairness through overcoming stereotypes:Stereotyping imposes limitations on the employees which may hinder theirprogress and lead to the decline of their performance. Thus it is themanagerial responsibility to create fair and equal work chances for employees’integration and development. The HRM should portray the role of a talentseekers rather than the resume observer. In pinpointing the talents of theemployees, the management can create tools for enhancing the opportunities ofthe staff based on their skills. The first rule for the management is todisregard the stereotyping that negatively impact the chances of theorganization.

In order to accomplish this notion, the job requirements shouldbe revised and evaluated to ensure the compliance of the skills towards theorganizational objectives.  2.     Blending theorganizational cultural with the cultural diversity presentThe HRM is prompt to develop organizational culture through implanting aset of regulations that vary among the common sense approaches of reasoning,acting, value and codes of ethics.  Theorganizational culture allows the integration of values to become norms adoptedby its employees which can attribute to a relatively comfortable andsustainable work environment based on ethical practices and embraces diversityof all kinds. This kind of organizational culture reduces conflict andincreases performance   3.     Development of astrategic human resources agenda and program   4.     Implementing anintegrated relationship system for the employees·       Drafting programs thatteach and increase cultural diversity awareness·       Encouraging the positiveoutlook among diverse employees’ groups·       Embracing the perspectivesand points of views of different ethnic groups·       Flexibility andaccessibility of communication·       Education of differentlanguages to local staff·       Celebrating andacknowledging the different holidays of the employees5.     Training programs focusedon diversity management:Incorporation of different training workshops, seminars and programstowards diversity management and tolerance within the organization   Conclusion:The diversity in the work spaceproposes both negative and positive attributes towards the organization welfareand prosperity.

However, it is the responsibility of the Human Resourcesmanagement to tackle the diversity issue within the workforce and educate itsemployees on its importance in contributing positively to performance andefficiency of the organization. The HRM should draft flexible policies andrules through which compliance is easily gained and performance is increased.The diversity allows the chance for the organization to gain innovation,insights and outlooks that benefits the customers’ loyalty and service. Theconflicts that may be faced in the work environment can be easily dissembledwith the right managerial approaches. Diversity is globalized by the increaseof migration and immigration which is contributing to the globalization of theworkspace and in order to compete for advantages, the organization should beequipped with the right tools that serve the overall objectives and goals ofits industry  References ACIB (2017). The HRM Business case for diversity management. Programme for the practice of diversity management.

Department of Immigration and Multicultural affairs in cooperation with the Australian Centre for International Business. Retrieved from:

pdf Atlassian (2017). State of Diversity Report. Retrieved from: CMD (2010). ACT Public Service Respect, Equity and Diversity Framework. Retrieved from: http://www. Dartmouth (2017). Human Resources Diversity and Inclusion Plan. Retrieved from: http://www. Dermol, V & Rakowsk, A (2014).  Strategic Approaches to Human Resources Management Practice.

Retrieved from: EXEC (2017). The Guide to Gender Diversity in Employment is a project of the Atlantic Ministers Responsible for the Status of Women. Retrieved from: www.exec. Ferriero, D S (2012). Diversity and Inclusion Strategic Plan National Archives and Records Administration.

Retrieved from: Heathfield, S M (2017). What Is Human Resource Management? Beyond Hiring and Firing: What is HR Management? Retrieved from: https://www.   Jayne, M E & Dipboy R.L (2004). LEVERAGING DIVERSITY TO IMPROVE BUSINESS PERFORMANCE: RESEARCH FINDINGS AND RECOMMENDATIONS FOR ORGANIZATIONS. Human Resource Management, Winter 2004, Vol. 43, No. 4,  Pp. 409–424 © 2004 Wiley Periodicals, Inc.

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1002/hrm.20033   Kreitz, P. A (2007).

Best Practices for Managing Organizational Diversity. Retrieved from: Vo, H K (2014). Managing Cultural Diversity in Human Resource Management.

Saimaa University of Applied Sciences Faculty of Business and Culture, Imatra Degree Programme in Tourism. Retrieved from:      

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