Today

Diversity in the workplace has been the trend in postmodern society and this trend is not about to change. In fact, the future of the workplace is diversity. However, the challenge is to reconstruct the workplace to make it demographically, culturally, socially, emotionally, politically, morally, spiritually, and structurally more inclusive and accommodating of difference. The strategies to achieve this equity in the diverse workplace have focused on diversity management, that is, the imposition of legal control and provision of human capital tools for managers to control diversity at the expense of developing diversity leadership with human factor competency (HFC). This paper claims that these managerial strategies may be necessary but insufficient ways to positively transform the workplace for the benefit of all. The reason being that outcome of the application of the managerial model to workplace diversity is similar to workplace diversity that occurs by default--employment of minorities and women mostly at the lower level, putting a few of them in powerful middle management positions and even fewer at the senior management level in response to equity legislation and the profit motive. Data from Canada's 2006 Census of Population focusing on Aboriginal -non-Aboriginal participation in the labor force are used to illustrate this pattern. The failure of equity in the diverse workplace calls for alternative models. This paper proposes the HFC model of workplace diversity because of the model's potential capability to unleash the power of diversity to create and reproduce equitable and sustainable workplace.

Oxford Research Encyclopedia of Business and Management, 2017

Diversity management refers to organizational policies and practices aimed at recruiting, retaining, and managing employees of diverse backgrounds and identities, while creating a culture in which everybody is equally enabled to perform and achieve organizational and personal objectives. In a globalized world, there is a need for contextual and transnational approaches to utilize the benefits that global diversity may bring as well as the challenges that organizations may face in managing a diverse workforce. In particular, it is important to take into account how diversity is theorized and managed in non-Western contexts, for example in BRICS countries (i.e., Brazil, Russia, India, China, and South Africa) and Muslim-majority countries. The literature confirms the need for organizational efforts to be focused on engaging with and managing a heterogeneous workplace in ways that not only yield sustainable competitive advantage but also are contextually and socially responsible. Organizations today are expected to take positive action, beyond legal compliance, to ensure equal access, employment and promotion opportunities, and also to ensure that diversity programs make use of employee differences, and contribute to local as well as global communities.

Empirical studies have shown that gender diversity has a significant relationship with job satisfaction in the workplace. Some people regard gender diversity as an important issue of moral fairness, and despite of the increased number of women in the workplace, both men and women must be given a fair chance at the same career opportunities to be successful. According to social identity theory and self-categorization theory, people can develop two principal identities such as collective self and personal self just to talk about themselves and the group they are affiliate or belong (Hornsey & Matthew, 2008) in ways to promote gender diversity. Gender diversity is linked to racial/ethnicity diversity that people in many parts of the world are promoted through globalization concept. Gender diversity has given us a sense of fairness and justice in the workplace despite how hard it is to change old norms and attitudes about gender differences in the society. To be frank, numerous research articles used in this research have established a relationship between gender diversity and job satisfaction. The purpose of this paper is to argue on how gender diversity in the workplace contributes and relates to job satisfaction.

International Journal of Human Resource Management, 2009

This paper critically reviews the literature on managing diversity through human resource management (HRM). We discuss the major issues and objectives of managing diversity and examine the state of human resource diversity management practices in organizations. Our review shows that inequality and discrimination still widely exist and HRM has focused mainly on compliance with equal employment opportunity (EEO) and affirmative action (AA) legislation. Less attention has been paid to valuing, developing and making use of diversity. Our review reveals limited literature examining how diversity is managed in organizations through effective human resource management. We develop a framework that presents strategies for HR diversity management at the strategic, tactical and operational levels. Our review also discusses the implications for practice and further research.

In the era of globalization, workplace diversity in all forms of organizations, including higher educational institutions, financial institutions, is now a fact of life and a trend that will continue for a long time and ignoring the implications of workforce diversity can affect productivity and performance as well as undermine the overall goal of business and because of the importance of diversified workforce now-a-days managers are responsible for leading employees and responding to the needs of customers who are more ethnically and culturally diverse. Leaders in both the public and the private sectors are focusing more attention on the issue of diversity. The one-size-fits-all approach to management that was effective 30 years ago is arguably no longer an appropriate strategy for ensuring maximum employee performance in modern business world and the most related issue around to this is diversity management that includes acceptance and respect, acknowledging that individuals are unique and different from each other,. Moreover, the globalization of business and the changing demographics of labor markets around the world have driven much interest in the areas of diversity and diversity management among management scholars and practitioners. While diversity refers to differences among members of a group or organization on any characteristic, most diversity management efforts are focused on diversity in demographic characteristics, such as race, ethnicity, gender, and age. Interestingly, a diverse workforce may include a multitude of beliefs, understandings, values, ways of viewing the world, and unique information and rapid internalization and globalization has increased the significance of workforce diversity to a great extent as well as has posed a common thread for many multinational organizations to manage those diversified workforce.

This journal examined the perceptions of bankers working in international or multinational banks regarding diversity challenges and initiatives that prevails in the workplace. This journal focused on the existence of discrimination in the workplace, discrimination against specific groups, initiatives that companies have taken to manage diversity, and actions taken to address minority and diversity issues in the financial institutions. It was concluded that a large number of banking professionals have observed or perceived discrimination in their workplace and it is mainly directed to women, employees that are LGBT (Lesbians, Gay, Bi-sexual and Transgender, and/or minorities. Additionally, most organizations have taken appropriate actions to manage diversity as well as also have contingency plans to resolve diversity issues related to minorities, age, and sexual orientation, race, ethnicity. It is recommended that management must have strong commitment to diversity programs and implement them in organizations while experiencing discrimination problems as well as training related to diversified workforce should also be incorporated in different training modules of those organizations.

Objectives: The purpose of this study is to review workplace diversity at literature and to explore how workplace diversity improves employees' performance and organizational effectiveness. Methods: A systematic literature review is conducted using electronic database searching to find articles that identify and describe the characteristics of workplace diversity and organizational performance. The final sample of 12 empirical and conceptual studies of last 8 years are scientifically identified and synthesized. Results: There are five different perspectives introduced on how workplace diversity benefits employees and supports organizational performance based on the extant literature: (a) workplace diversity promotes work and cost relationship effectively by using the better talent of employees; (b) workplace diversity enhances customer relationship; (c) workplace diversity improves creativity, flexibility, and innovation; (d) workplace diversity reduces the costs associated with turnover, absenteeism, and lawsuit; and (e) workplace diversity promotes development and sustainable business advantage. Conclusion: This systematic review study presents a comprehensive framework for delineating positive impact of workplace diversity for the benefit of practicing managers, academics, and researchers.

Gone are the days when women were not allowed to enter into some of the male-dominated areas and engineering and technology have been one of them. In recent years it has been seen through various statistics released by various countries and supported by the research papers that more and more women are taking this career opportunity. However, why gender diversity is important? Is the gender diversity balanced in this area? Are corporates successful in retaining women in technology roles? Do women have balanced representation in the Boards of the companies? Do women have enough role models to look up to? These are some of the questions which have been tried to answer by summarizing various research papers globally. The paper further also discusses the solutions which the corporates can adapt to improve this diversity.

Corporate culture is like a tree which has diversified his business in different perspectives. In that context to managing the workplace diversity becomes one of the most important issues to ensuring the organizational effectiveness. Diversity Management is an important tool for fostering creativity and innovation through managing diverse workforce. Managing diversity is simply managing the individual in workplace. Diversity transforms the homogenous to heterogeneous workforce. In the recent years, employing heterogeneous workforces is important for competitive organization but to manage the diversified workforce is major challenge for management. This paper provides an overview of issues and challenges occur in the managing diversity. It also aims to investigate the gaps between theories and practices in the organization. This study emphasizes that it is need to develop a model and framework in the Indian context to manage the diversity effectively.