"If managers do not see the business case reflected in the behaviours and skills which an organisation values and the way in which performance is measured and monitored, then the business case risks being a paper based exercise that makes little impression on managers.”
Echoing a sense of concern, Hodges (2008) feels that line managers must be encouraged to appreciate the strategic link between corporate social and diversity goals, vis-à-vis, production, sales, and profitability goals through concrete case studies and examples. Hodges adds that line managers must feel involved in the diversity absorption process, which essentially can be facilitated through effective engagement with diversity practitioners.
The Discussion Statement: This essay explores the nuances of diversity management, and examines some of the challenges that line managers face in adapting with a diversity policy for their team. The paper also studies some of the best practices exemplified by diversity practitioners in corporate, to seamlessly implement effective diversity practices in organizations.
“Diversity is 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.”
Diversity management, Foster and Harris (2005) opine, “Encourages innovative practices in human resource management that values employment relationship by addressing individual needs.” Potentially, employers see immense advantage in deploying demographically diverse workforce.
Diversity, as opposed to equal opportunity, extends beyond legislation and focuses more on differences amongst individuals and groups (Laflèche, 2005). The liberal perspective has moved the diversity discourse from providing equal opportunities