...Abstract Diversity encompasses characteristics that categorizes individuals and allows for self-identification. Diversity presents itself in two different forms, visible and invisible. Those that are visible forms of diversity include ones physical appearance, sex, race, age, ethnicity, speech patterns and language. Those that are nonvisible include characteristics such as religion, national origin, illness and sexual orientation (Clair 2005). When discussing diversity in the work environment, most often times they are discussing the outward, visible characteristics, however invisible social identities are common in the workplace. Gender is one of the most common viewed issues when looking at diversity in the workplace. The glass ceiling and equality issues are analyzed and discussed frequently. Discoveries have been made that support the idea that woman should be on more Boards and should be making more decisions on allocations of monies. This paper seeks to address how diversity impacts an organization and how managers can make diversity work for them. Introduction According to Gibson, Ivancevich, Donnelly, and Konopaske (2012), Diversity is a term that describes the cultural, ethnic and racial differences in a population. A more comprehensive definition by Gibson et al (2012) indicates that diversity is “an array of physical and cultural differences that constitute the spectrum of human attributes. There are six dimensions of diversity which include: age...
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...Trends that affect the global workforce and workplace and HR Trend Number 1: Diversity is here to Stay Diversity is one of the defining characteristics of the modern American workplace. The workforce of the 21st century increasingly resembles the general population. It encompasses individuals of both genders in nearly equal numbers and every other demographic category — including race, religion, national origin, age range, and physical disability. The impact of demographic shifts With a growing number of cities having a “majority minority” population, minority and immigrant groups also account for a growing share of the workforce. A range of work settings and work preferences Differing work arrangements represent another aspect of workforce diversity. Enabled by technology — including high-speed networks and mobile communications— there is growing variety in how and where employees work. Significant numbers work remotely from their homes, either by choice or because their employer requires it. The organization needs to provide the right combination of opportunities, rewards, and work arrangements to keep these individuals motivated, productive, and performing optimally. Trend Number 2: In a Knowledge-Based Economy, Diversity is Increasingly Being Seen as a Source of Competitive Advantage In the industrial model of production that persisted through the late 20 century, standardization and uniformity were highly valued, not only...
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...diversity is a good practice for manager, why is it important to manage for diversity in Singapore, and lastly the distinct characteristics of Singaporean employees that need to factor, compared to other expatriates. Workforce Diversity Workforce diversity refers to practices or policies that seek to include people who are identified as heterogeneous or different. Workforce diversity has already been here and continues to be an essential concern for business success. The 2 levels of diversities; surface-level and deep-level diversity would be explored further in the essay. Surface level diversity To understand why diversity is a good practice for manager, we need to distinguish the 2 different types of diversity. Surface level diversity refers to characteristics that are observable or readily detectable attributes such as race, gender, or physical disability (Mor Barak, 2011). It’s a human nature to judge someone on his or her first impression, and harbour prejudices, stereotypes whose diversity characteristic is different from you. As team members continue to interact over time, the impact of perceived surface-level diversity on team social integration will diminish, but the perceived deep-level diversity on team social integration will intensify (Harrison et al. 2002). Age Group Today, age discrimination is still prevalent in workplaces. The workforce is...
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...and cultures that are not only tolerant of diversity but actively encourage flexibility and inclusion (Burke & Ng, 2006; Childs, 2005). Workforce diversity is increasing and managers need to develop ways to effectively manage the different views and characteristics of the new, diverse workforce. While there has been considerable research exploring the ‘value-in diversity’ approach, many questions remain unanswered. The evaluation of diversity programs remains an area for attention. While many firms have implemented diversity practices, it is difficult to measure the relationship between diversity practices and organizational performance outcomes. Recent research has explored the factors that moderate the relationship between diversity and performance (Grimes & Richard, 2003; Richard, 2000). Richard (2000: 174) concluded that diversity does add value to a firm but the effects of diversity “are likely to be determined by the strategies a firm pursues and by how organizational leaders and participants respond to and manage diversity”. Introduction Diversity is a commitment to recognizing and appreciating the variety of characteristics that make individuals unique in an atmosphere that promotes and celebrates individual and collective achievement. (http://map.ais.ucla.edu/go/1001600) Examples of these characteristics are: age; cognitive style; culture; disability (mental, learning, physical); economic background; education; ethnicity; gender identity; geographic...
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...will also be described in detail. Discuss what factors emerged at Whirlpool that impacted its talent needs A number of factors have emerged over the past two decades that have impacted Whirlpool. These factors are what help attract, engage, and develop talent to ensure it has the level of leadership to succeed in a continual changing global business environment. As a business, Whirlpool is complex because of its growth, size, and scale so different skill sets and capabilities were required to compete in the global marketplace. To meet the demand for fast paced change and innovation, the development of technology enabled products was necessary to compete and satisfy the changing needs of consumers. Talent along with innovation and technological sharpness is needed to meet these types of demands. In addition, the new global marketplace created an increased competition for market share and talent. (Goldsmith & Carter, 2010) Discuss how expanding globally changed the talent requirements at Whirlpool When Whirlpool began its global expansion it caused them to change how they viewed talent management within the organization. Becoming a global workforce created...
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...1. Introduction Workforce diversity refers to the differences among people in terms of age, race, gender, ethnicity, religion and disability status (Robbins and Judge, 2014). In today's business environment, workforce diversity is at the highest peak it has ever been. Companies are becoming more diverse to cope with globalization, business expansion, technology advancement and maintaining its competitiveness in the market. The purpose of this report is to understand the demographics and level and types of diversity of the workforce in the author’s organization. After which identify and describe the diversity management strategy that the organization employs, with the aims to eliminate issues and challenges of a diverse workforce and improve overall performance of the organization. 2. Demographic and Diversity of the workforce Singapore’s workforce is naturally diverse due to the multi-racial society. The changing demographic profile, the presence of more women and elderly in the workplace and globalization has also increased the workforce diversity. In almost every organization, the employees are from different backgrounds, age, gender, nationalities and religions. Robbins and Judge (2014) argued that it is these differences of each employee that framed the behavior and culture of each organization. According to Robbins and Judge (2014), there are typically two types of diversities: surface-level diversity and deep-level diversity. Surface-level diversity is the demographic...
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...organizational members beliefs and attitudes about a change are altered so that they perceive the changes as both necessary and likely to be successful” (Choi & Ruona, 2011, P.46). Employee Resistance A management team must understand the reasons why a workforce may resist change and must influence the organizational culture into accepting change as a necessity to grow the business and prosper. Resistance is “… a natural reaction by people who want to protect their self-interests and sense of self-determination” (Yuki, 2010, P.299). There are many reasons at its core. These include (Yuki, 2010, P.299): • Lack of trust • Belief it is unnecessary • Belief it is unfeasible • Economic threats • High costs • Fear of failure • Loss of power • Threats to values • Resentment The management team should be aware that the resistance may come in stages. The stages include denial, anger, mourning, and adaptation. The duration of any particular stage may vary in groups and individuals. Patience, understanding, and a positive coaching style of leadership will help the company facilitate the changes in the least disruptive manner to the daily operations. Employee Behavioral Traits Any organizational culture “… has several dominate characteristics and consequences” (Bowditch, Buono, & Stewart, 2008, P.320). All Human Resource interactions were done on a personal level with handwritten documentation. To...
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...AND BEHAVIOR AMONG BABY BOOMERS, GENERATION X AND GENERATION Y By Nortini Isahak Table of Contents Page Introduction 2 1.0 Work Behavior Characteristic between Baby boomers, Generation X and Generation Y 1.1 Baby Boomers 3 1.2 Generation X 4 1.3 Generation Y 5 2.0 The Challenge 2.1 Characteristics of each generation 6 2.2 Perception of other generations 7 3.0 Leadership Styles for Different Generational Groups 9 4.0 Recommendation 11 Conclusion 13 References 14 ABSTRACT Generation Y (born 1981 and 2000) is young worker, Generation X (born 1965-1980) is middle generation and Baby Boomers (Born 1946-1964) is older employers. Usually young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don’t like ambivalence. It is important organization to take time and build the trusting relationship where each generation brings ahead their potentials and works towards the organization goal. The leaders should recognize the different work characteristics between generational groups and apply leadership styles that will positively contribute to employee motivation. As a result, due to the shifting nature of the job/task itself and the changing nature of subordinate characteristics and behavior. Leadership styles have also had to make changes. Accordingly, a task-oriented leadership style is more acceptable to Baby boomers but Generation X...
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...UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------------ Bui Trung Kien FACTORS AFFECTING THE FLUCTUATION OF LABOUR PRODUCTIVITY IN THE CONSTRUCTION PROJECTS MASTER OF BUSINESS (Honours) Ho Chi Minh City - 2012 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------------ Bui Trung Kien FACTORS AFFECTING THE FLUCTUATION OF LABOUR PRODUCTIVITY IN THE CONSTRUCTION PROJECTS ID: 60340102 MASTER OF BUSINESS (Honours) SUPERVISOR: Dr. CAO HAO THI Ho Chi Minh City - 2012 i ACKNOWLEDGMETS Firstly, I would like to express my deepest appreciation to my supervisor Dr. Cao Hao Thi for his professional guidance, valuable advice, continuous encouragement, and motivated support that made this thesis possible. I would like to extend deep senses of gratitude to Prof. Nguyen Dinh Tho and lecturers who have taught and transferred me valuable knowledge and experience during the period of Master of Business course at International School of Business. Special thanks, to all of my dear friends in MBUS 2010 class, who gave me useful material, response and experience to conducting this study. I would like to express my grateful thanks to my friends and all the construction company in Vietnam who participated in filling the questionnaires and provided the valuable information for this study. Personally, I wish to express my deep gratitude to my parents, my wife...
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...We live in a continuously changing world. It has become very important to know about these changes as well as adopt them in our lives. Also the application of this knowledge in terms of work and daily activities has become important. The question is from where and how do we keep up with this changing world? The only way is learning, keeping yourself aware and updated of these changes. One of the major sources that can lead to knowledge is how and where do we learn. The answer is schools which are an important source of knowledge. It is important that schools provide students the newest of information and keep themselves updated, only then can they help their student to do so. With the growing economical changes and job opportunities students feel that higher education had become more and more important. With a wide range of students graduating and tough competition, there is comparatively less job opportunities in the job market. Getting a job after graduation is easier stated than done. (Kiran Mirchandani, 2008). At one of my previous job I remember one of my colleagues mentioned that he had received over 150 applications for an assistant position within 3 hours after the job was posted. Employers need to weed out good applicants from dozens of students that apply for the same job. Distinguishing by degree is a quick and simple way of doing that. (Kiran Mirchandani, 2008). Schooling system has changed with the changing economy. The expectations and routines that...
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...Although workplace diversity provides many benefits, it also poses many challenges to employees and managers. To reap the benefits of workplace diversity, employees and managers must understand the challenges and know how to effectively deal with them. Diversity is commonly interpreted in relation to ethnicity, gender and culture. Diversity also captures the differences and similarities between individuals and group, encompassing race, ethnicity, gender, culture, age, sexual orientation, religion, language, education, family status, physical and mental ability. These demographic variables are related to other important diversity characteristics such as values, attitudes, interaction styles, physical and cognitive abilities and non-work commitments. The impact of diversity is both positive and negative. The research questions was: How can diverse workforce affect the organization? Table of Contents Chapter 1. Introduction 4 Background of the Study 4 Statement of the Problem 4 Purpose of the Study 5 Research Questions 6 Chapter 2. Literature Review 6 Chapter 3. Methodology 12 Data Analysis 12 Final Results 14 References 15 CHAPTER 1. BACKGROUND Today, globalization has become increasingly important and common for many organizations as globalization is a way to expand an organization and targeting a more open market. Many organizations have successfully crossed the bridge of...
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...HR Management Chapter 1: Changing Nature of HR Management HR Management: policies, practices and systems that influence an employee’s behavior, attitude, and performance in the attainment of organizational goals HR Activities Strategic HR Management: linking HR function with strategic objectives of the organization in order to improve performance. • Measure HR effectiveness • HR metrics • HR technology (HRMSs) • HR planning Equal Employment Opportunity Compliance with laws Diversity of multicultural and global workforce Employment equity legislation Staffing Job analysis Job description/job specification Selection process Talent Management and Development Orientation Training Career Planning Performance Management Total Rewards Compensation (pay, incentives, benefits) Variable pay programs Health Safety, Security EAPs (Employee Assistance Programs) Health promotion Workplace Security Employee and Labour Relations Employee rights Policies and Procedures Union/Management relations Every manager in an organization does HR functions. Small company: less than 100 employees - shortages of qualified workers, increasing costs, increased wage pressures, increasing competition Medium sized companies: 100 to 500 employees HR Managers work with Operating Managers Management of Human Capital Physical Financial Intangibile Human Human capital/Intellectual capital: collective value of the capabilities...
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...June 2013 Research Paper: Workforce Diversity Chapter 1: Introduction In recent years, workforce diversity has become an essential business concern. Workforce diversity refers to the important similarities and difference among the employees of organizations. In a diverse workforce, managers are compelled to recognize and handle the similarities and differences that exist among the people in the organization. Employees’ conceptions of work, expectations of rewards from the organization, and practices in relating to others are all influenced by diversity. The importance of renewed interest in diversity is that it helps organizations reap the benefits of all the similarities and differences among workers. Diversity helps bring together ideas from cultures all over the world, in addition to new attitudes and perspectives that can help a company be truly competitive. The workforce is only going to continue to diversify through the years. The change is inevitable, and soon minority groups will become the majority. Managers must first recognize that diversity exists in organizations in order to manage it appropriately. Managers who do not recognize diversity may face an unhappy, disappointed, and underutilized workforce. Chapter 2: Review of the Literature "Diversity Management: Expert-Identified Leading Practices and Agency Examples." MasterFILE Premier. EBSCO, 14 Jan. 2005. Web. 11 June 2013. A high-performance organization relies on a dynamic workforce with the requisite talents...
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...The article Why We Hate HR by Keith Hammonds, deputy editor for Fast Company, discusses the ineffectiveness human resources have on a company. He very boldly argues that HRM’s striving to become involved in strategic business planning and to have “a seat at the table” are inhibited by the routine functions of HR and administrative expectations (Hammonds, 2005, p. 1). Hammonds’ article develops claims that lead up to his conclusion that HR is a wasted talent for a company to utilize to gain differentiation, competiveness, and value. The critiques Hammonds used to define human resources can be used to explore the potential value and capabilities HR has to offer a business and possibilities of a company gaining in the HR area of the work force. Hammonds argues that the focus on performance impedes on an organization’s ability to deliver value to employees and customers. “You’re only effective if you add value,” he quotes Dave Ulrich, “… you’re not measured by what you do but by what you deliver,” (Hammonds, p. 3). In order to achieve added value, organizations can consider adopting new HR practices. In R. Wayne Mondy’s Human Resource Management text book, the evolution of HR is discussed with a simple conclusion that there is no pattern for how human resource tasks are now achieved. The only certainty is that the previously identified HR functions must still be accomplished. Each company must choose the appropriate vehicle for doing these tasks based on specific needs...
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...Managing Human Resources Course Code: 4200 Chapter One: The World of Human Resource Management pages 1-28 Human resource management (HRM) The process of managing human talent to achieve an organization’s objectives Human capital: The knowledge, skills, and capabilities of individual that have economic value to an organization. Skills that people bring with them Six Sigma: A set of principles and practices whose core ideas include understanding customer needs, doing things right the first time and striving for continuous improvement Reengineering: rethinking and radical redesign of business processes to achieve dramatic improvement in cost , quality, services and speed Outsourcing: contracting outside work that was formerly done by employees inside the company Change management: bring about and managing change at both the organizational and individual level Proactive Change: Change initiated to take advantage of targeted opportunities Globalization: Opening up foreign markets to international trade and investment Reactive Change: Change that occurs after external forces have already affected performance Corporate Social: The responsibility of the firm to act in the best interests of the people and communities affected by its activities Collaborative Software: Software that allows workers to interface and share information with one another electronically Human Resource Information System:...
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