• Hiring women, minorities, disabled, etc. will help organizations to tap these niche markets (Mueller, 1998) and diversified market segments (Fleury, 1999). • It also provides superior services because diverse employees can better understand customers’ needs (Wentling & Palma-Rivas, 2000), with the advantage of tapping into diverse classes and target groups, hence expanding the business market (Mueller, 1998) and diversified market segments (Flueury, 1999). As all segments of the society are stakeholders in the development and prosperity of society as a whole, creating and managing a diverse workforce could be seen as a social and moral imperative (Mueller, 1998). Impact of a diverse workforce • The challenges faced with a diverse workforce are the substantial amount of capital needed to continually train and develop employees on diversity.
Government Accountability Office (2005), a majority of experts in DM identified a number of leading practices to manage diversity as illustrated in the following paragraphs. Firstly, "top leadership commitment" means that the top level of management is committed to providing all organization with a vision of diversity. Second, "diversity as part of an organization’s strategic plan" means that the strategy and plan of diversity are developed and associated with the strategic plan of the operation. Third, "diversity linked to performance" means understanding that diversity in the workplace is critical to increase productivity and develop an individual and organizational performance. Fourth, "measurement" refers to the measurement of the impact of an overall diversity program.
Key works: workforce diversity, contract workers, employees, diversity, divergent attitude, human resource management, international employees, consumers, consumer behavior, empathic marketing 1.2 Thesis Statement Diversity in the workforce provides unique employment opportunity and benefit, strengthen organizational outcome and further provides a platform to Exchange culture and lifestyle. On the other hand diversity workforce challenges increased in cost of training requires HRM careful employee’s selection and increased conflict due to demographic differentiation. 2 Part
Credo creates framework that helps in decision making considering the quality and their impacts. This includes putting the customer first, education, communication, leadership ownership and engagement. J&J’s main focus includes having a diverse and inclusive workforce with a leadership pipeline, having a culture of inclusion in the workplace, and leveraging cultural insights in the overall marketplace. J&J values their stakeholders by creating an environment of mutually beneficial relationships. Any global company today is faced with problems of handling the issues related to diversity and a workforce which are
Houle (1989), emphasizes that every professional has a need to be able to carry out their duties according to the highest possible standards of character and competence and one way to meet this is to engage in a lifelong study and to achieve its greatest potential, continuing education must fulfill the promise to its name and be truly be continuing and not casual, sporadic or opportunistic. This fact means essentially that it must be self-directed and each professional must be the ultimate monitor of his or her own learning, controlling the stable or shifting design of its continuity. Houle further argues that continuing education must be based not only on content oriented goals of keeping up with the new development; it must also be designed to facilitate changes in life patterns or career lines. Accordingly, Fryer (1997) states that learning at the workplace will need to accommodate the needs and interests of a variety of stakeholders, including employees, employers, customers, government and providers. It will contribute to competitiveness, skills enhancement, employability and capacity to deal with
Diversity issues in human resource can be managed through the inclusion of all employees in corporate management. The company can also foster openness and diversity in its leadership, utilize diversity training, and launch customizable employee satisfaction programs. To address talent acquisition challenges, the firm should use good selective criteria that address its needs. Retention and employee turnover problems can be handled by guaranteeing monetary satisfaction, and meeting the expectations of workers. It can also be dealt with by making the work roles and environment dynamic and challenging, ensuring that employees enjoy their privacy at the workplace, and incentives.
It provides employer and employees with opportunities to improve effectiveness of the business. Equal Opportunity Policies basically enables employees with situations and opportunities to compete and excel, on fair basis. This can be done by keeping talent and skills, efforts and merits prior, and negating racial, religious, socio-cultural and sexual stereotypes and prejudices. Equal Opportunity Policies can have beneficial effects when practiced in all aspect of employment, from hiring to promotion, to transfer. Atmosphere, that is professional, in this regard also serve as a core factor to provide employees to develop and demonstrate their abilities and potential.
Every manager needs to ensure that the atmosphere of their company is a positive one because of diversity in the workplace and have a good understanding of cross-cultural communication. With having different cultures working together there are different rules, roles and mindsets for everyone and how it affects the workplace. How the company acts towards diversity, begins with the manager, and they need to ensure that they understand the pulse of their company. Having a great team begins with the manager and then trickles down to the employees. Mangers need to ensure that there is effective communication within the workplace, that everyone has the knowledge or training to ensure that issues are mitigated.
Meanwhile, (Coto & Miners, 2006) stated that The evaluation of the performance in a dynamic process should seek to foster human resources at all levels of organizations; therefore to practice philosophy and new evaluation approaches in practice and work, it is necessary to from new and serious evolution and the evaluation of performance should have the prevailing attitude toward staff development through principal programs for them. Furthermore (Aghdam & Mahjoub, 2013) has stated that one of the most important organizational strategies to effective use of organizational resources in each organization is to evaluate employees’ performance and accurate evaluation of the performance is very important in order to maximize their effectiveness and efficiency in
Positive Reinforcement – By giving positive constructive criticism, we can empower staff to better results by acknowledging their accomplishments and seeking out improvements in work quality. Exchange of views – An honest exchange of views about the present work situation and its associated problems can improve dialogue and work performance. Follow up supports from their managers will instil confidence in the employee to fulfil their achievements and inspire them onto greater