Management of human resources for diversification: An international approach and hypotheses development.

 Management of human resources for diversification: An international approach and hypotheses development.                                      

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Introduction.

Diversity management has become an essential component of human resource management in the present corporate environment as firms operate on a worldwide scale (HRM). Managing diversity entails fostering an environment that values distinctions among workers, such as those related to culture, ethnicity, gender, age, and religion. Diversity in the workplace, according to Kossek, Lobel, and Brown (2005), acknowledges the fact that people differ in many ways, whether they are recognizable or not, most notably in terms of age, gender, marital status, social status, disability, sexual orientation, religion, personality, ethnicity, and culture.

The primary challenges with diversity, however, vary each nation. The oldest and most pervasive diversity issue inside the world, discrimination against women differentiates off-farm migrants from urban ones in China. Chinese rural migrants are typically treated poorly at work and in society by urban residents who also look down on them. Separation of people in India and the Middle East based on their family situation, ethnicity, and religion (hukou) The most significant aspect of variety in Western nations, particularly those in the EU, Australia, and New Zealand, where there are significant numbers of immigrants from different cultural origins, has consistently been multiculturalism.

A characteristic across firms, not only in Modern economies but also among leading corporations, is a cross-cultural and multicultural workforce.

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As a result, diversity has gained the reputation of a "hot button" issue in the fields of politics, law, business, and education. Nonetheless, there is a wide range of opinions among scholars as well as these organizations about having a diverse workforce. From intolerance to tolerance and respect of diversity, organization perspectives differ (Joplin and Dawes 1997).

This article will assess the main concerns and goals of managing diversity in human capital, investigate at diversity management techniques, and create a conceptual framework for managing diversity in human resources. The article proposes a useful framework for managing diversity in the workplace and offers an international perspective on employee engagement in the management of human resources.

 

Major Issues and Objectives of HR Diversity Management.

                        

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The possibility of prejudice and discrimination is the main issue organizations face when managing diversity. Discrimination can appear in a variety of contexts, including as hiring procedures, career prospects, opportunities for training and development, and compensation. To face this problem, businesses must employ HR diversity management strategies that support the detection and eradication of discriminatory behavior as well as the advancement of inclusion and equality in the workplace. The areas where equal chances and diversity management differ are hotly contested in the literature.

In order to successfully maximize individual talents to accomplish company objectives, managing diversity not only recognizes variations inside the workplace, such as personality, backgrounds, orientations, and religious beliefs, but also uses values. So even though diversity management typically is driven by the strategic plan, EEO is primarily motivated by legislation (Kandola and Fullerton 1995).

Affirmative action (AA) and equal employment opportunity (EEO) are largely the results of the civil rights movement that took place in the 1960s as well as the liberal political philosophy (Webb 1997). "A trend away from or an alternate model to standard EEO procedures and regulations or the second gen of EEO," as per diversity management (Thompson 1997, p. 195).

According to Maxwell (2001), diversity management emphasizes a positive perspective on the differences among all individuals in contrast to the negative perspective of discriminating staff in EEO.

Businesses want to accomplish a variety of goals through efficient HR diversity management. Compliance with law EEO and AA criteria comes first. Additional goals primarily focus on originality, adaptability, recruiting and retaining top talent, and improving marketing capabilities. In order to perform better than homogenous organizations, diverse teams strive to be more creative and imaginative through good diversity management (Cox and Blake 1991; Richard 2000).

The objective of HR diversity management is to create a diverse and

 inclusive workplace that values differences and allows employees to

 feel respected, valued, and included. This objective can be achieved

 by implementing HR diversity policies and practices that address the

 following issues,

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Equal Employment Opportunities: The first objective of HR diversity management is to ensure that all employees have equal opportunities for employment and advancement, regardless of their background. This means that organizations need to have policies and practices in place that ensure that all employees are recruited, hired, promoted, and compensated fairly and without discrimination.

1.    Inclusivity: The second objective of HR diversity management is to create an inclusive workplace where employees feel valued, respected, and included. This means that organizations need to create a culture that values diversity and promotes inclusivity by providing training and development opportunities for employees, creating a safe and respectful workplace, and encouraging open communication.

2.    Retention: The third objective of HR diversity management is to retain a diverse workforce. Organizations need to create a workplace that is attractive to employees from diverse backgrounds by providing opportunities for career development and growth, promoting work-life balance, and recognizing and rewarding employees' contributions.

 

Practices for HR Diversity Management

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·       Implementation of HR Diversity Policies: Organizations need to have policies in place that promote diversity and inclusion in the workplace. These policies should cover recruitment, hiring, promotion, compensation, and training and development. Policies should be communicated to all employees and should be regularly reviewed and updated.

 

Recruitment and Selection: Organizations need to ensure that their recruitment and selection processes are free from bias and discrimination. This can be achieved by using objective criteria for selection, providing training to recruiters, and monitoring the selection  process for potential biases.

 

Establishing an HR Diversity Management Framework.

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To develop a framework of HR diversity management, organizations need to focus on two main areas: recruitment and selection and training and development.

1.Recruitment and Selection: To promote diversity in recruitment

 and selection, organizations need to take the following steps:

a. Develop job descriptions that focus on skills and qualifications

 rather than on specific backgrounds.

b. Use objective criteria for selection, such as education, experience,

 and skills.

c. Provide training to recruiters to help them identify potential biases

 in the selection process.

d. Monitor the selection process for potential biases.

2.Training and Development: To promote diversity in training and

 development, organizations need to take the following steps:

 a. Provide training on diversity, inclusion, and cultural awareness.

 b. Provide mentoring and coaching to employees from diverse

 backgrounds to help them develop their skills and advance their

 careers.

 c. Provide opportunities for cross-cultural training and international

 assignments.

 

Conclusion.

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Diversity management is critical in today's corporate environment as

 businesses expand globally. The article highlights that managing

 diversity involves creating an environment that recognizes and

 values distinctions among workers based on culture, ethnicity,

 gender, age, and religion. The primary challenge with diversity

 differs from country to country, from discrimination against women

 in China to separation of people based on their family situation,

 ethnicity, and religion in India and the Middle East. Managing

 diversity faces the problem of prejudice and discrimination in

 various contexts such as hiring procedures, career prospects, training

 opportunities, and compensation. Organizations must employ HR

 diversity management strategies to detect and eradicate

 discriminatory behavior and advance inclusion and equality in the

 workplace. The article emphasizes that diversity management

 emphasizes a positive perspective on differences among all

 individuals in contrast to the negative perspective of discriminating

 staff in Equal Employment Opportunity. The objectives of HR

 diversity management include compliance with law, innovation,

 adaptability, recruiting and retaining top talent, and improving

 marketing capabilities. Creating an inclusive workplace, providing

 equal employment opportunities, and retaining a diverse workforce

 are critical practices for HR diversity management.

 

References.

Kossek, E.E., Lobel, S.A., and Brown, A.J. (2005), ‘Human Resource Strategies to Manage Workforce Diversity,’ in Handbook of Workplace Diversity, eds. A.M. Konrad, P. Prasad and J.M. Pringle, Thousand Oaks, CA: Sage, pp. 54 –74.  [ Online] Available At: https://canadaessaywriting.com/samples/business-management/managing-people  [Accessed on 9^th April]

Joplin, J.R.W., and Daus, C.S. (1997), ‘Challenges of Leading a DIVERSE Workforce,’ The Academy of Management Executive, 11, 3, 32 – 48.  [Online] Available At: https://www.scirp.org/(S(czeh2tfqyw2orz553k1w0r45))/reference/ReferencesPapers.aspx?ReferenceID=63850  [ Accessed on 9^th April 2023]  

Kandola, R., and Fullerton, J. (1994), Managing the Mosaic, London: CIPD. [Online] Available At: https://books.google.lk/books?hl=en&lr=&id=zpNc_GZIiikC&oi=fnd&pg=PA252&dq=Kandola,+R.,+and+Fullerton,+J.+(1994),+Managing+the+Mosaic,+London:+CIPD.&ots=o6YmuQAxrc&sig=4Q-6VQtrXoUG_OZ-MOtC-d3Id44&redir_esc=y#v=onepage&q&f=false [Accessed on 9^th 2023]

Webb, J. (1997), ‘The Politics of Equal Opportunity,’ Gender, Work and Organization, 4, 3, 159– 169 [Online] Available At: https://link.springer.com/chapter/10.1057/9780230349421_3   [Accessed on 9^th April 2023]

Thompson, N. (1997), Anti Discriminatory Practice, Basingstoke: Macmillan. [Online] Available At: https://www.tandfonline.com/doi/abs/10.1080/02615479811220421 [Accessed on 9th April 2023]

 

Maxwell, G.A (2001), ‘Edging Towards Managing Diversity in Practice,’ Employee Relations, 23, 5, 468– 482  [Online ] Available  At : https://studylib.net/doc/8395852/managing-diversity-through-human-resource-management--an  [Accessed on 9^th April 2023]

Cox, T., and Blake, S. (1991), ‘Managing Cultural Diversity: Implications for organizational Competitiveness,’ Academy of Management Executive, 5, 3, 45 – 56. [Online] Available At: https://www.scirp.org/(S(oyulxb452alnt1aej1nfow45))/reference/ReferencesPapers.aspx?ReferenceID=1948928 [Accessed on 9^th April 2023]

 

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