Diversity within the workplace

Introduction

Today’s cultural diversity is quite extreme when compared to how it was in the past. Organizations are diversifying their resources hence making it relevant that they get to understand and manage them. The human resources acquired are from different races, ages, sex and religions creating a diverse workforce. This is significant in that it offers the company efficient performance in all areas (Barak, 2010). This paper looks to discuss literature on cultural diversity in a company and the influence it has on effectiveness of staff and company.

Cultural diversity is a composition of work structure with regards to culture and population attributes that are vital in relationship with group members (DiTomaso, Post and Parks-Yancy, 2007). The present time does not offer employees from different cultural setting to come to an organization and connect with others in addition to being effective (Amaram, 2007). Companies have come to know that a multi-cultured employee-base is a great asset more so for companies that spread to other countries. This has made the strategies applied to change so as to accommodate employee base and how to keep it alive.

Cultural diversity is growing since technology in transportation has advanced and made the world look small by eliminating the problem of travelling for extended periods. A diverse workforce brings about the need for innovative management approaches that will call the leaders of the company to understand how to manage this diversity. Dr. Sondra Thiederman, an expert in workplace diversity agrees that for a business to be successful the owner has to be able to work effectively in a diverse market setting (Thiederman, 2000).

Konrad undertook an assessment of the effectiveness of workforce coming from different cultures. He stated that companies in the present world are looking to alter their attitudes and approaches on recruitment of employees from different origins. First of all, the most effective talent for a company is not often acquired in that same country. One has to spread searches to different parts of the world for the best minds for a company. Secondly, there is market share, which is a culturally wide spread staff-base that has the ability to meet the needs to the growing customer base (Greene, 2012). This leads to a high market share index. The information that can be acquired a person within a country can lead to the operation of the local market and the mindset of the local client, this is important.

The gender ratio in the work place is mostly taken up by men. However, women are gradually leveling the field. The working culture in companies is characterized by long working hours as a sign of commitment by the employees. However, women have a difficulty in working extra hours due to their domestic duties (Kirton and Greene, 2005). Policies have hence been put in place to enable flexible recruiting and keeping of women. Women are able to bring more productivity while men add their masculine and concentration abilities at the workplace.

Countries like the US and UK among others have a high rate of growing mixed-race populations globally. This is based on inter-ethnic associations that crop up. This group however is noted to be highly unemployed than the white people. This is similarly reflected in the salaries earned; 12% of the mixed race against 5% from the white people (Kirton and Greene, 2005). The impact of a high level of ethnic diversity is the high level of creativity and flexibility. This diverse pool of staff creates an opportunity for effective decision-making solving problems through multiple strategies. Additionally, cognitive flexibility is improved with the inclusion of minority groups in the work place.

Disable employees are not well represented in the working industry. About 41% of women and 48% of men disabled are employed compared to 70% of women and 85% of women (Kirton and Greene, 2005). The disabled persons are employed in jobs that do not require skills like secretaries. Misconception is that they are easy to sickness and less effective and expensive to have them at the workplace. Research however shows that the disabled population is encouraged by their limited numbers. Improvement is acquired ones in the working position as well as cooperation (Gilbert, Stead, and Ivancevich, 1999).

Ageism is a diverse group that is represented in regards to the variedly. The older ones are less represented; above 50 years of age are 22%. The belief that thrives is that they are slow and less effective if accorded a part in a company. Most companies go for the young and energetic, as they are easy to train, can work for long hours and are effective (Sagrestano, 2004). They have a better opportunity of lasting longer in the company. However, companies are turning to the older generation and employing them on a temporary basis. They are accredited with skills and have a sense of fulfillness.

Sexual orientation is another diverse group found at the workplace. Persons are either attracted to a person of the same sex or to an opposite sex or even to both. Statistics show that about 6% of the general population in the UK and US are LGB (Stonewall, 2006). They are however subject to discrimination; with stereotypes they are prone to STDs and a risk to children. They are however the same as other people with varied levels of competencies. They may accord an organization the much needed skills that they may not find in other people (Daniels and Macdonald, 2005, 74-75).

Conclusion

Diversity is a factor that is common in every working environment. The employees have to be willing to work with them. This would result to effective results to both the employees and the company as a whole. The paper has been able to focus on this and has been able to bring out the issues that relate to it and how they can be handled. Diversity is a factor that has to be there for a successful company to be established.

References

Barak, M. (2010). Managing Diversity: Toward a Globally Inclusive Workplace. London:   SAGE.

Daniels, K. and Macdonald, L., (2005). Equality, diversity and discrimination: a student     text.     London: Chartered Institute of Personnel and Development.

Greene, G. (2012).The Dynamics of Managing Diversity. Burlington: Routledge.

Gilbert, J.A., Stead, B.A. and Ivancevich, J.M., (1999). Diversity management: a new   organizational paradigm. Journal of Business Ethics, 21(1), 61-76.

Kirton, G. and Greene, A.M., (2005). The dynamics of managing diversity: a critical approach. 2nd ed. Oxford: Elsevier Butterworth-Heinemann.

Stonewall, (2007). Gay people, your business: what small employers need to know.    Retrieved on 21st July 2013 from: http://www.stonewall.org.uk/workplace/1471.asp

Sagrestano, L.M., (2004). Health implications of workplace diversity. In: M.S. Stockdale and F.J.   Crosby (2004). The psychology and management of workplace diversity. Oxford:    Blackwell. pp. 122-143