Making Differences Matter: A New Paradigm for Managing DiversityAccording to a recent demographic analysis conducted by the Pew Research Center , by , the U. This shift towards a more diverse population will have major impacts on the workforce and how organizations address diversity in the workplace. In the coming years, organizations that understand how to manage diversity in the workplace effectively will hold a distinct advantage when it comes to recruiting and hiring talent. This post outlines how organizations can best approach and manage diversity in the workplace with actionable tips and advice. For an organization looking to cultivate a more diverse and inclusive workplace, it is important to understand what constitutes workplace diversity. Workplace diversity refers to the variety of differences between individuals in an organization.
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Managing Diversity in the Workplace
Upper and social self-views in diverse groups. Using the discrimination-and-fairness paradigm is perhaps thus far the dominant way of understanding diversity. Effectively managing diversity in the workplace starts by focusing on these three things:. Five of the criteria used are described as techniques facilitate progress.Organizational Dynamics. Access responded by hiring Europeans who had attended North American business schools and by assigning them in teams to the foreign offices. According to a recent demographic analysis conducted by the Pew Research Centerthe U. Workplace diversity refers to the variety of differences between individuals in an organization.
Companies need to be ready to adapt and change policies that may be interpreted as obstructions or not helpful for employees. Canadian Journal of Government. Similarity-attraction theory is one of the foundational theories that attempts to explain why this occurs; it posits that individuals are attracted to others with whom they share attitude similarity. Download pdf.
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What will it take for organizations to reap the real and full benefits of a diverse workforce? A radically new understanding of the term, for starters. You know that workforce diversity is smart business: It opens markets, lifts morale, and enhances productivity. So why do most diversity initiatives backfire—heightening tensions and hindering corporate performance? Many of us simply hire employees with diverse backgrounds—then await the payoff. When employees use their differences to shape new goals, processes, leadership approaches, and teams, they bring more of themselves to work.
Some organizations expect women and people of color to underperform-a negative assumption that too often becomes a self-fulfilling prophecy. Schema theory explains how individuals encode information about others based on their demographic characteristics. Coming to America: Work visas, and organizational attractiveness among highly skilled Asian immigrants. The cognitive diversity hypothesis explains how diversity benefits organizational outcomes. In: Koehler?
Competing viewpoints attempt to explain how diversity is either harmful or beneficial to organizational outcomes. Some research shows that diversity has no relationship to group performance, and some shows that there is a relationship. Of the latter research, some shows a negative relationship greater diversity means poorer group performance, less diversity means better group performance and some shows a positive relationship. These various findings may be due to the difference in how diversity can affect group members. Cognitive diversity refers to differences between team members in characteristics such as expertise, experiences, and perspectives. Many researchers contend that physical diversity characteristics such as race, age, or sex also known as bio-demographic diversity positively influence performance because team members contribute unique cognitive attributes based on their experiences stemming from their demographic background.
Whether illegal or not, this approach is inconsistent with a valuing-diversity approach. New York: Academic Press. Although it resembles the thinking behind traditional affirmative-action efforts, the discrimination-and-fairness paradigm does go beyond a simple concern with numbers. Attitudes and beliefs are common antecedents to interpersonal attraction.
By Ahu Tatli. The vice president probed further. Upcoming SlideShare. Although these benefits include increased profitability, organizational and individual .