Though external forces, such as the political or economic environments in which a company thrives, serve as the catalysts for business decision-making, it is often internal issues which require the intervention of human resources professionals to make the business more efficient and productive. HR managers must understand the importance of managing workplace diversity while also addressing the broader needs of executives in terms of providing them with the motivation needed to perform to strategic expectations. Ignoring diversity tends to reduce overall firm productivity, undermining strategic objectives, and further serves to create internal conflict between diverse staff members (Women in Management Review, 2005). This project highlights the efforts of contemporary HR managers in managing diversity and building executive-level motivations to perform.
Practically every textbook referencing management theory describes the managerial process as a series of planning, organizing, leading and controlling as a viable model for management behavior (Nickels, McHugh & McHugh, 2005; Mathis & Jackson, 2005). Planning represents the preliminary steps necessary to reach a specific management goal, organizing involves the tangible coordination of activities and staff to reach said goals, while leading represents a more psychological element of management which involves creating a positive climate as both a mentor and mediator. Further, controlling involves establishing clear and concise business standards to determine whether the firm is reaching its goal targets and offering rewards or punishments if the identified staff is not being productive or performing to expectations.
Having offered the definitions of traditional management in modern business, it is important to understand how human resources professionals take these characteristics and utilize them to boost efforts toward managing diversity and building executive-level motivations. The definition of management tends to illustrate that even HR professionals, in order to carry out their roles as guiding forces for staff members, must utilize the four elements of management to create a more rewarding business environment.
Diversity management is quickly becoming a paramount objective for business leaders in most developed countries as diversity has been known to enrich group work and lessen the impact of potential internal disputes or conflicts between different staff members (Aoun, 2007: 67). Under the value model of diversity, each individual aspect of the organization is valued for what is specifically brings to the organization (Griffin & Moorhead, 2006), thus