CHAPTER 1:
INTRODUCTION TO MANAGEMENT OF WORKPLACE DIVERSITY
At the end of this chapter, the student shall be able to:
• Define and explain Diversity
• Know the different aspects in Diversity management
• Know the need for businesses to embrace diversity
• Know the benefits of workplace Diversity
• Know the different models for diversity
Diversity management is an important concept that is u
niversally applied to the workplace. Earlier,
countries could claim to be ethno-centric in their approach by having a homogeneous race at work with the
style of sameness. If you just watch a typical American soap, it s peaks of burgers, college lifestyle, American
stereotype of hero, e tc. This means that stereotypes tend to give an image of what one society is and how it
might differ from others or the s-called rest of the world. This image i s no truer today especially when one
speaks of a globalised world-a concept developed since the 1990s and so-widely accepted today in all
communities of the world. Marshall McLuhan spoke in the 1960s of a global village with increased speed of
communication and the ability of people to read about, spread, and react to global news quickly (Mc Luhan,
1964), while management writers like Ohmae (1999) commented on the borderless world with excellent
opportunities to trade without fear. These ideas better illustrate today's workplace with its high level of
diversity. It includes firstly people of all races combining their effort to reach the corporate goals of the firm.
People can then be of different gender ; male and female, where they contribute more than ever before to their
organisation with and without role differences. Next comes the age factor. A company is also like a family with
people of different ages. They work together and collaborate to the wellbeing of their firm.
In diversity management, one can also come across physically handicapped or disabled workers.
Although they face a lot of discrimination due to their physical problem, they have nowadays more rights and
opportunities to work. Engaging them in the work community proves to be beneficial both to them and the
business. One can also speak of social class differences that are broadly overcome but can vary in terms of
importance among different cultures. The movements in class might also explain how diversity can address
organisational issues.
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Then comes the foreign employee. There are two trends that are identifiable. Firstly, people from the
developing world moved in large numbers to rich countries that were their former colonists. Secondly, top executives
are moving to developing nations to sell their managerial expertise. Foreign employees might also invoke the issue of
cultural diversity and tolerance.
There are part-timers to consider in diversity management. When economies are in dire difficulties, new forms
of employment do arise and part-timers have a key role to play in it. Their expertise and contribution plays a key role in
addressing the work problem through their diversity.
● The Concept of Workplace Diversity
Diversity i s generally defined as acknowledging, understanding, accepting, valuing, and celebrating differences among
people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual
practice, and public assistance status (Esty, et al., 1995).
Managing diversity means acknowledging peo
ple's d ifferences and recognising these differences as valuable. It
enhances good management practices b y preventing discrimination and promoting inclusiveness. Good management
alone will not necessarily help an individual work effectively with a diverse workforce. While the traditional notion of
workplace diversity may refer to representations of various races, genders and religious backgrounds, today's concept of
workplace diversity is broad-based. Besides these classical variables, considerations are also made on personality, age,
style, skills, education, background, etc. The f ocus of workplace d iversity now lies on the promotion of individuality
within an organisation, acknowledging that every p erson c an bring something different to the business.
An organization that is committed to a diverse workforce is one that aims to harness a pool of individuals with unique
qualities, seeing this combination of differences as a potential for growth rather than opportunities for conflict.
Attached to this commitment is also an intention to nurture and develop the potential of each individual.
Organizations must understand that managing diversity is much more than gaining knowledge on race and gender
issues. Managing diversity should be viewed as providing a perspective that can enhance creativity and growth. The
discipline provides a way of thinking that allows us to view our organizational activities through a more objective eye.
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● The need for businesses to embrace diversity
Diversity means empowering people. It makes an organization ef fective by capitalizing on all the strengths of each
employee. Diversity is also understanding, valuing, and using the differences in every person. Simply enforcing
government regulations is not the best way to embrace diversity. To obtain that competitive edge companies need to
create great work teams by using the full potential of every individual.
Embracing diversity is the first item for building teams. Every t e am building theory states that to build a great team,
there must be a diverse group of people on the team. C
hoosing people like oneself to be on teams is similar to
inbreeding - it multiplies the flaws. While on the other end of the continuum is having an assorted group of individuals
which diminishes the flaws of others.
Internally, organizations promote diversity and manage increasingly heterogeneous workforces, accommodate and
integrate employees with different value and belief systems and combat a range of different forms of discrimination
with both organizational and societal consequences (Groschl, 2011).
Externally, organizations have to manage demands from governmental, consumer and lobbying sources for the
implementation of anti-discrimination policies and laws, and for attracting and integrating employees from minority or
historically disadvantaged groups (Groschl, 2011). These demands and activities affect the review and revision of
organisational culture, HR policies and practices and ethical standards.
Benefits of Workplace Diversity
According to Greenberg (2008), an organisation's success and competitiveness depends upon its ability to
embrace diversity and realise the benefits. When organisations actively assess their handling of workplace diversity
issues, develop and implement diversity plans, multiple benefits are reported such as:
Increased adaptability. Organisations employing a diverse workforce can supply a greater variety of solutions to
problems in service, sourcing, and allocation of resources. Employees from diverse backgrounds bring · individual
talents and experiences in suggesting ideas that are flexible in adapting to fluctuating markets and customer demands.
Broader service range. A diverse collection of skills and experiences (e.g. languages, cultural understanding) allows a
company to provide service to customers on a global basis.
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Variety of viewpoints . A diverse workforce that feels comfo$ble communicating varying points of view provides a
larger pool of ideas and experiences. The organisation can draw from that pool to meet business strategy needs and
the needs of customers more effectively.
More effective execution. Companies that encourage diversity in the workplace inspire all of their employees to
perform to their highest ability. Company-wide strategies can then be executed; resulting in higher productivity,
profit, and return on investment.
Attract and retain talent. Andrade (2010) states that talent can add a competitive edge to any organisation. Feeling
included and appreciated increases loyalty and feeling of belonging. Language skills pool is increased and propels
organisations forward either to compete in the International global world or to increase its diverse customer base.
Challenges to managing diversity
There are challenges to managing a diverse work population. Managing diversity is more than simply
acknowledging differences in people. It involves recognising the value of differences, combating discrimination,
and promoting inclusiveness. Managers may also be challenged with losses in personnel and work productivity due
to prejudice and discrimination and complaints and legal actions against the·organisation (Devoe, 1999).
Diversity-related challenges are present in. almost every workplace, whether they are giant corporations or
small business operations. The globalised business world has increased the need for individuals from all walks of
life. Holt (2015) states that conflict is a natural part of this process and, as long as it is handled in a healthy way,
can bring a group of employees closer together. Challenges a re what improve employee relationships and p romote
diversity, if handled correctly. If handled incorrectly, a company could fall apart, face lawsuits and spend more
time resolving conflict than being productive. These challenges, when handled in a healthy way, push people to
grow, improving productivity and employee relationships, decreasing workplace tension and resulting in a positive
place to work.
The managerial and psychological challenge
A. Managerially managing diversity is challenging because by opening ourselves and our
organisations to the perspectives of individuals and groups who have had less managerial voice in
the past we can step outside the traditional frame of decision making. Man agers ha v e to deal with
different types of people and different visi ons. It is not the same compared to a structure where
values a re common or homogeneous.
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B. Psychologically managing diversity is challenging because of issues s uch as personality, perception,
attitudes, and v alues. These are issues where all people differ individually like responses to different
individuals. Individual differences are largely responsible for stereotyping, discrimination, artd
prejudice. Companies might greatly underestimate the power of memory and past experiences. This
issue might influence the manager's response to individual differences.
● A model for Diversity
FOUR LAYERS OF DIVERSITY
The Four Layers Model. According to Amelio (2015), the Four
Layers Model can help the manager understand that diversity
comprises many characteristics of people at work, not only a few. The
diversity-mature manager will seek to understand these factors and
dimensions of diversity to ensure he is bringing out all aspects of an
individual's talents and abilities in support of the organisation' s
mission and goals.
Personality. This includes an individual's likes and dislikes, values,
and beliefs. Personality is shaped early in life and is both influenced
by, and influences, the other three layers throughout one's lifetime and
career choices.
"lntemol 2003)
Internal dimensions. These include aspects o f diversity
over which we have no control (though " physical
ability" can change over time due to choices we make to
be active or not, or in cases
of illness or accidents). This dimension is the layer in which many divisions between and among people exist and
which forms the core of many diversity efforts. These dimensions include the first things we see i n other people,
such as race or g ender a nd on which we make many assumptions and b ase judgments.
External dimensions. These include aspects of our l ives which we have some control over, w
hich m
ight change
over time, and which u sually form the basis for decisions on career s and work styles. This layer often determines, in
part, with whom we develop friendships and what we do for work. This layer also tells us much about whom we
like to be with.
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Organizational dimensions. This l ayer concerns the aspects of culture found in a work s e tting. W
hile much attention to
diversity efforts is focused on the internal dimensions, issues of preferential treatment and opportunities for
development or promotion are impacted by the aspects of this layer.
Theoretical Contributions to Diversity Management
The radical approach to promoting equal opportunities was adopted by individuals who held strong political
and ethical values and recognised the h istorical disadvantage that certain groups, s uch as women, e thnic minorities and
disabled persons, experienced in employment (Jewson and Mason 1986). The s upporters of this approach advocated
positive discrimination a nd affirmative action as their methods for ch ange (Adler and Izraeli, 1988). Jewson and Mason
(1986) identified two distinct approaches to promoting equal opportunities in employment. These were the liberal and
radical change approaches. The proponents of the liberal approach argued that women and men were essentially t h e
same and that sex equality would be achieved once employment policies and procedures became identical for b oth sexes
(Cockburn 1989). The liberal approach was identified with its ' 'business-case" arguments, which were propounded in the
1990s to achieve sex equality at work. These practitioner-based arguments aimed at convincing a managerial audience
that equality and diversity were financially beneficial to their organisations. Cockburn (1989) asserted that the radical
approach was "retrogressive in further dividing the already divided powerless groups." She also pointed out, that,
although the use of a radical approach could promote the re lative position of one disadvantaged group, it did not
promise any improvement in the structures that perpetua t e inequalities at work. Cockburn (1989) argued that the liberal
approach was not able to reach its targets and than the radical approach, while boosting the interests of some
disadvantaged groups such as women, ethnic minorities and disabled workers, did not challenge the employment
structures that upheld sex discrimination. Instead, she proposed a transformational change approach with a short and a
long-term agenda. Kandola and Fullerton (1998) in their book Diversity in Action: Managing the Mosaic state that ''the
basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity
consists of visible and non-visible differences which will include factors such as sex, age, background, race, disability,
personality and work style. It is founded on the premise that harnessing these differences will create a productive
environment in which everyone feels valued, where their talents are fully utilised and in which organisational goals are
met.``
