Workforce Diversity - Research Paper Example

?Table of Contents Workforce Diversity 2 Introduction 2 Importance of Workforce Diversity 2 Managing Workforce Diversity at LOCOG 3 Works Cited 6 Workforce Diversity Introduction In today’s dynamic business environment, it is essential to be equipped with tools and techniques in order to cope up with workforce diversity. For many organizations, workforce diversity becomes serious issue which gives birth to bigger problems afterwards. Just like all other organizations, a hefty amount of diversity possesses at LOCOG as well. For an event like Olympics 2012, if the concern of diversity is not taken seriously then it might lead to multiple problems like conflict of interest, loss of time, efficiency and money, loss of productivity, legal actions and complaints, issues related to health etc. Acknowledging the importance of workforce diversity, many researchers have conducted researches in order to investigate the consequences, issues, importance and benefits of workforce diversity. In subsequent paragraphs, importance of workforce diversity has been mentioned in the light of relevant studies. Importance of Workforce Diversity Importance of diversity in workforce can be determined by acknowledging its severe consequences. If the proper management of workforce diversity is ignored, then there are chances for organization to encounter bigger mishaps. In this regard, Mannix and Neale (2005) conducted a study and explained the two aspects of workforce diversity that affect the organizational performance. These two aspects include: i. Functional Level Diversity ii. Surface Level Diversity It is necessary to recognize the widespread bases which cause diversity. These bases are categorized under two broader terminologies. Differences which arise on the basis of educational background, qualification, personality traits and experience are termed as Functional Level Diversity whereas differences appearing on the basis of ethnicity, gender, age and disability are categorized as Surface Level Diversity. Mannix and Neale (2005) investigated that surface level diversity leaves negative impacts on the performance of workers whereas functional level diversity yields positive results on the performance of workers. McCuiston, Wooldrige & Pierce (2004) also conducted research on the same subject. However, they highlighted the importance of leadership in managing a diversified workforce. Being present at the top management of the organization and having the sole authority of making decisions, according to McCuiston, Wooldrige & Pierce (2004), it is the responsibility of organization’s leaders to manage the diversity of workforce in an effective manner. The primary reason behind such intense diversity in workforce is globalization. After the financial crisis of 2007, people are migrating for getting better jobs which is increasing the intensity of workforce diversity more than ever before. In this regard, it is the responsibility of organization’s top management to deal effectively with workforce diversity because if the reputation of an organization regarding dealing with diversity gets ruptured in the eyes of labor market, then potential talented candidates will feel reluctant in applying for that certain organization (Bartz, Hillman, Lehrer, and Mayhugh, 1990). Managing Workforce Diversity at LOCOG 2012 For most of the organizations, it becomes difficult to deal with the issues related to workforce diversity. Many organizations take assistance from mentors, experts and practitioners in order to develop an applicable and efficient structure of strategies. Shen, Chanda, D’Netto & Monga (2009) have defined a clear structure of developing strategies for workforce diversity. They stated that for dealing with diversity, organization needs to formulate strategies at all three organizational levels. They include strategic level, tactical level and operational level. At strategic level, strategies must be crafted for long term purpose i.e. establishing strategies so that they will be applicable for more than 10 years. Such strategies include revising HR policies, formulating mission and vision statement, auditing practices etc. At tactical level, it is required to develop strategies for recruitment and selection, training programs, performance appraisal, compensation and reward system etc. At operational level, strategies must be designed for immediate personnel i.e. for employees, balance between work and personal life, problems encountered due to diversity and job satisfaction (Shen, Chanda, D’Netto & Monga, 2009). LOCOG can review and revise the policies at all three level of organization in order to ensure that the policies are up to date, and if any amendment is required, then it must be done under the guidance of top management. LOCOG hires around 6,000 paid workers and 70,000 volunteers. At LOCOG, the types of diversities present in the workforce are on the basis of gender, LGBT (Lesbian, Gay, Bisexual and Transgender), disability and age. The sportspersons and players are also diversified on these bases. LOCOG provides wheelchairs to the players for games like racing, basketball etc. (Todd, 2011). According to Pantea (2007) diversity must be altered in a way that it changes the infrastructure and culture of an organization so that it provides people an opportunity to give their best possible potential and productivity. Pantea (2007) have recommended various strategies which can be helpful in managing with diversified workforce. Some of them include commencement of Affirmative Action and Equal Employment Opportunity programs, mentoring programs, formulating organizational policies, career development programs, mandating equity and fairness among employees, utilizing qualified trainers, conducting evaluation and providing confidentiality and trust (Pantea, 2007). Joshi (2003), in their study concluded that policies and practices of HR which are directly related to training and recruitment can prove to have positive impacts on the performance of workers. Moreover, cooperation and coordination among employees must be promoted because demographic differences arise primarily due to lack of cooperation and conflict of interest. Therefore, teamwork among employees must be promoted and workers must be given chances to work as a team in order to boost team spirit (Joshi, 2003). Implementation of tools and techniques for dealing with diversity is essential for every organization. After acknowledging all the above factors in the light of researches, it is recommended that LOCOG needs to manage workforce diversity by promoting team work. HR policies and practices at LOCOG must also be altered as per requirement along with implementation of mentoring programs. Workers can also have one on one meeting with mentors in order to deal with distinct needs, situation and circumstances of each employee. Apart from that, career development programs and EEO must be improved at organizational level. Strategies at all the levels of organization i.e. strategic level, tactical level and operational level must also be reviewed and revised if required. LOCOG has already been adequate in maintaining workforce diversity and after making minute changes, a fresh and pleasant working environment can be established. Works Cited Ferner, A. A. P. a. C. T., 2005. Institutional theory and the cross-national transfer of employment policy: the case of 'workforce diversity' in US multinationals. Journal of International Business Studies, Volume 36, p. 304–321. Hanover, J. M. B. a. C. D. F., 1998. Environmental factors and the effectiveness of workforce diversity training. Human Resource Development Quarterly, 9(2), p. 105–124. Joshi, A. a. J. S. E., 2003. MANAGING WORKFORCE DIVERSITY. In: International Handbook of Organizational Teamwork and Cooperative Working.. New York: John Wiley & Sons, pp. 277-296. Pantea, M. F. a. P. V. V., 2007. MANAGING WORKFORCE DIVERSITY. [Online] Available at: http://imtuoradea.ro/auo.fmte/files-2007/MIE_files/Mioara_Florina_Pantea_1.pdf [Accessed 29 April 2012]. Schneider, S. K. a. N. G. B., 1999. Three Social Dilemmas of Workforce Diversity in Organizations: A Social Identity Perspective. Human Relations, 52(11), pp. 1445-1467. Todd, M., 2011. Diversity to a deadline: Delivering Everyone’s London 2012. [Online] Available at: http://congress.iaks.info/wp-content/uploads/2011/11/Mark-Todd.pdf [Accessed 29 April 2012]. Shen, J., Chanda, A., D’Netto, B., &Monga, M., 2009. Managing diversity through human resource management: an international perspective and conceptual framework. The International Journal of Human Resource Management, 20(2), p. 235–251. McCuiston, V.E., Wooldrige, B. R., & Pierce, C.K., 2004.Leading the diverse workforce. Profit, prospects and progress. The Leadership & Organization Development Journal, 25(1), p. 73-92. Mannix, E., & Neale, M.A., 2005. What Differences Make a Difference? The Promise and Reality of Diverse Teams in Organizations. Psychological Science in the Public Interest, 6(2), p. 31-55. Bartz, D. E., Hillman, L. W., Lehrer, S. and Mayhugh, G. M., 1990. A model for managing workforce diversity.Management Education & Development, 21(4), p. 321-326. Read More