Effectiveness Of Diversity Intervention Or Their Results

Diversity is a wonderful asset to an organization and brings with it many benefits. Employees bring in their own personal experiences and knowledge to the team (Burns & Kerby, 2012). Having diverse teams allows for the possibility to fix a problem or perfect a process by using different employee’s experiences and past knowledge to find solutions. A diverse workforce can drive economic growth and capture a greater share of the consumer market (Burns & Kerby, 2012). With diversity as a core value, the recruitment pool is widened to find the most qualified candidate and reduces employee turnover as a result. An organization can be highly competitive with a diversity initiative by adapting to a changing environment (Burns & Kerby, 2012).

As we enter the new millenium, diversity in the workforce is rapidly increasing. Businesses and organizations are living up to the great melting pot image the United States has always been popular for. Employees now reflect a diversity of cultural perspectives, ethnic backgrounds, ages, genders, physical abilities, and levels of education. This wave of multiculturalism is here to stay and cannot be ignored. It is in need of attention in order to uphold the well-being and success of businesses and organizations all over the country.

Stereotypes are socially constructed, over-generalized views regarding a particular group of persons with certain characteristics that are widely accepted, and usually expected, in a society. The dominant group of a certain society, which in this case is probably Caucasians and men, usually creates these social constructions. Claude M. Steele, a researcher from Stanford University, performed multiple research studies on the idea and psychological effects of stereotypes on its victims. In his studies, he coins the term “stereotype threat” as the “social-psychological predicament that can arise from widely-known negative stereotypes about one's group,” which implies that “the existence of such a stereotype means that anything one does or any of one's features that conform to it make the stereotype more plausible as a self-characterization in the eyes of others, and perhaps even in one's own eyes” (Steele 797).

Cultural influence affects not only the formation of a stereotype, but also its acceptance. According to the tripartite model of attitudes, a stereotype is the cognitive component of prejudiced attitudes. Many contemporary theorists suggest prejudice is an inevitable consequence of the stereotyping process (Devine, 1989). This makes learning attitudes and stereotypes of social groups inevitable. There is strong evidence that stereotypes are established in children’s memories before they have the ability to use cognitive processing to accept or reject the stereotypes. In this developmental process, the stereotype is easier to access for the child than personal beliefs; therefore, the culture an individual lives in makes it impossible not to apply stereotypes in daily life (Devine, 1989).

Stereotyping characteristics are associated with our past experiences of the particular group’s characterization and thus, in essence, we would have to have a certain picture of that group’s social behaviors on our minds. Eventually, such characterization leads to the generalization of the entire group’s social and cognitive behaviors that we believe are inbound or depict the true

Negative stereotypes could lead to many negative consequences. Fiske (2014), a professor of University of Massachuse refer that stereotypes are automatic responses, which have an impact on individuals’ decision

The United States is a diverse nation with citizens originating from every other nation on Earth. Despite this diversity, Americans have only recently begun to identify diversity as a integral part of the workplace; and put into practice programs to diversify, and therefore, maximize efficiency and production. However, simply diversifying the workplace, or any other place for that matter, will not automatically increase the efficiency of workers. It requires a diversity-conscious leader who has been trained and experienced in such matters to make diversity an asset in the workplace.

Devine, P. (1989). Stereotypes and prejudice: Their automatic and controlled components. Journal of Personality and Social Psychology, 56, 5-18.

Devine (1989) argues that stereotypes are inevitable on the basis that stereotypes and prejudice coexist and that stereotyping occurs automatically. Devine attempts to prove this hypothesis in three experiments. Devine reasons that “as long as stereotypes exist, prejudice will follow.” This hypothesis is rooted in a correlation. Prejudice and stereotypes are related, however there is no clear evidence of causality; Knowledge of a stereotype does not mean an individual agrees with it.

Former research is an explicit indicator of how one's behavior can be a product of the situation that person is present in. Experiment one of "Automaticity of Social Behaviour: Direct Effects of Trait Construct and Stereotype Activation on Action that trait concepts and stereotypes" by John A. Bargh, Mark Chen, and Lara Burrows of New York University provides an experiment analyzing that behaviour through an experiment which will form the basis of critique in this paper.

Diversity is what makes people different, not just culturally but in human differences. Having a multitude of differences in the workforce gives an organization the ability to use many ideas to reach a common goal. A person could say that a diverse group of people together in one room can accomplish greater achievements than a room filled with the same types of individuals. Managers understand the concept of diversity, and how important diversity is to the success of a company’s ability to implement programs that continue to develop a harmonious and diverse workplace. The recognition that diversity is a reality in the workforce has generated an enormous amount of activity over the years among leaders in business, government, and civil

Today’s management in the workforce is composed of all types of people verses thirty years ago when white males held a majority of upper-management positions in companies. These positions are now held by a mixture of ethnic back grounds and women who hold just as many if not more management positions then men. Just by looking at the changes in management demographics shows how important it is for people to understand cultural competency in the workplace. Dr. Roosevelt Thomas Jr. (1999) stated, “Diversity is the collective mixture of whomever we have in our workforce characterized by their differences and similarities” (p.11). Managers and supervisors must understand the characteristics of a diversity mature individual; they also need to be

The presences of stereotypes are overwhelming and are developed by both the environment a subject is raised in and their family. Stereotypes, which are pervasive throughout different societies, become intertwined in the collective values of the society as justification for all forms of social, economic, and political inequality among groups (Devine and Elliot 2000;Kaplan 2004; Operario and Fiske 2004). As people become more exposed to stereotypes they start to become a permanent part of a person’s life, they begin to stereotype themselves almost always involuntarily.

From our research, we identified three different perspectives on workforce diversity that people embrace, each with different implications for a work group’s ability to realize the benefits of its cultural diversity. We use these observations here to examine critically some of the themes and basic assumptions of previous research and to propose new directions for both researchers and practitioners interested in diversity (Ely &Thomas, 2001). When organizations have a diverse economy, it makes the company strong. Once our nation has embrace the changes from the demographics that reap the economic benefits of a diverse and inclusive workforce. Burns et al. (2012) stated in their investigation that:

In response to the growing diversity in the workforce around the world, many companies have instituted specific policies and programs to enhance recruitment, inclusion, promotion, and retention of employees who are different from the privileged echelons of society. The privileged groups may vary from one country to the next. The workforce of the world is a dynamic environment, and in order for this dynamism to be put to use for the benefit of organizations, they must develop an effective strategy for managing diversity. Global Diversity Management refers to the voluntary organizational actions that are designed to create greater inclusion of employees from various backgrounds into the formal and informal organizational