The Australian Workplace Is A Evolving Environment

The purpose of this paper is designed to introduce, educate, and promote diversity within your company. Your company will be shown the merits of diversity and how diversity within your organization can be a benefit. This paper will be broken down into three main areas: Benefits of Diversity, Challenges of Diversity, and Recommendations for an effective diversity within your organization..

Working teams that are diverse in their make-up are able to come up with a wider range of solutions to business problems. Inclusive workplaces that openly communicate their values and strategies on equality, human rights and inclusion are capitalising on this as they are able to attract a wider pool of applicants and talent. Candidates from minority groups may be put off applying for positions in organisations that do not make their commitment to inclusion known.

Diversity acknowledge that people are differ in many ways, such as age, gender, social status, disability, sexual orientation, religion, ethnicity and culture (Kossek, Lobel & Brown, 2005). Nowadays, diversity has increasingly become the most valuable aspect of HRM areas. Develop countries such as Australia and New Zealand hold multicultural workforce as one of the most important dimension of diversity, where there are a large number of international migrants with different cultural backgrounds (Shen, Chanda, D’Netto & Monga, 2009). Studies from McLeod, Lobel and Cox (1996) and Wilson & Iles (1999) point out that a diverse workforce has a better-quality solution to brainstorming task, display more cooperative behaviour, and can raise organizational efficiency, effectiveness and profitability. Hence, utilization of diversity allows organization to increase the organization cooperative behaviour and competitive advantage (Cassell 1996). However, in groups where people from different cultural and ethnic background are working together, differences may occur in management styles, attitude towards hierarchy, approaches to group work, and ways of expressing

Diversity and inclusion are hot topics in today’s business world. While treating individuals fairly and equally is a social imperative, it is also extremely important to the success of a business. With the changing demographics of society and its affect on the American workforce, organizations must truly embrace diversity and inclusion. “For companies to succeed in the global marketplace, they must make the most of the full range of their people. Companies must attract and retain the right skills, the best minds, all the required resources – and that means diversity” (Royal Bank of Canada, n.d.). There are a number of compelling reasons companies should adopt the core values of diversity and inclusion. This paper sets out to

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

One of the main advantages to having a diverse workplace is the synergy that occurs between people from different backgrounds, cultures and work values. Employees feel good about diversity that occurs naturally, instead of forcing diversity into the workplace. When diversity is the primary concern, members of nonminority groups sometimes feel excluded, and that minority groups are receiving preferential treatment. The opposition to diversity management manifests itself in many ways. The most detrimental is an employee who is resentful concerning diversity (Pros & Cons of Diversity). Drawing attention to a “problem” only makes it

Diversity comes in all forms. In today’s workplace technology is rapidly growing and experiencing rapid changing the ways of living. Businesses are working on an international level dealing with different race, religion, ethnics, age and gender. It is important the company owners to understand the true meaning of diversity when managing an increasingly growing diverse group of people. Simple misunderstandings can arise from basic cultural differences, communication style, or work attitudes. These misunderstandings can create challenges. Gender communication issues can range from communication styles and perception, opportunities and can even cause sexual harassment. Racism is the belief that these inherited characteristics can affect the

“Part of the problem is there is little published research assessing the effectiveness of diversity intervention or their results” (Kulik & Roberson, 2008). In my opinion, a workforce diversity initiative might involve many things such as, motivation to interact with each other on the job, ways to relieve stress on the job, and culture shock in the workplace. Resourcefulness comes from originality like being diverse in creating new ways to enhance old ones to combined change. Perhaps, leadership and diversity might help blend the workplace to meet all cultural groups’ principles and beliefs on the job; it is just a matter of more social interaction with each other outside what a person is used to doing or knowing, besides

This research paper addresses the importance of diversity training in the workplace. Having realized how pertinent workplace discrimination is globally, this paper will give a broad look into the various ways that diversity is displayed in the workplace. The diversity issues involving gender, sexuality, race, age, culture and religion will be explored,

In a recent report (1999), a Department of Education in America described managing and valuing diversity as a key component of effective people management, arguing that it focuses on improving the performance of the organization and promotes practices that enhance the productivity of all staff. Their dimensions of diversity include gender, race, culture, age, family/carer status, religion, and disability. The de nition provided also embraces a range of individual skills, educational quali cations, work experience and background, languages, and other relevant attributes and experiences which differentiate individuals. In the UK, managing diversity has only recently come into fashion and subsequently gained pace since the mid-1990s. To date there is a lack of critical evaluative research and literature to support a common understanding of the concept of managing diversity, what impact it has on equal opportunities and what this actually means in practice in UK organizations. Existing literature relating to managing diversity can be broadly categorized into two groups, the first of which can be seen as doing little more than reiterating the traditional arena of equal opportunities (see Cooper and White 1995; Copeland 1988; Ellis and Sonner eld 1995). The second literature group views managing diversity as going far beyond the conventional approach to equal

Organisations should realise that developing and attracting diverse employees retains and engages them in the workplace. Human resource management is the key to improving organisational performance, client service and employee satisfaction. Organisations may take the diversity approach to increase the performance of their employees or organisation.

When “diversity management” was first introduced, the system was guided by the melting pot approach. Assuming that the minority will succumb to the cultural beliefs, values, and lifestyles of the majority but upon further observation, organisations begin to realise that employees do not set aside their lifestyles, believes, traditions or work styles regardless of what the dominant culture was in the organisation (Bhatia, 2008). Therefore, it is preferred to respect, understand and value cultural differences in an organisation instead of trying to change them. Through those difference, management has to practice and learn to adapt to the life of the diverse groups.

Managing diversity within organisation is about ‘recognising this range of differences in people and valuing people as individuals, respecting their differences and their differing needs. It is also about accommodating differences wherever possible so that an individual can play a full part in the working environment’ (Daniels and Macdonald, 2005)

Contemporary organizations operate in a very dynamic global environment and as such have learnt to value diversity in the workplace in order to sustain a competitive edge. However, embracing diversity alone is not enough to lead to sustainable success. What are needed are the organizations that want to be on top of the game to ensure an inclusive workplace environment so that the fruits of diversity can be enjoyed. Diversity refers to “ representation of multiple identity groups and their cultures in particular organization or workgroup” while inclusion is “creating, fostering and sustaining practices and conditions that encourage and allow each of us to be fully ourselves—with our differences from and similarities to those around us—as we work together” (Ferdman, 2013, p. xxii).Ferdman asserts that the goal of inclusion is the psychological sense that we matter and that our voice and contributions are important. This inclusion begins with everyone recognizing the fact that we are made up of many components, characteristics and identities which are intertwined and make us whole. Just like an organism whose parts function differently but make up the whole thing and if one part is missing the organism cannot function properly, so are individuals in the workplace. They all come from different ethnic and cultural background, race, religion, sexual orientation, gender, national origin, and marital status,

This case study report describes a research on two large organizations namely PT Chevron Pacific Indonesia and HSBC in relation to their approaches to managing workforce diversity. The goal of this report was to identify workforce diversity theory and its advantages and disadvantages of managing workforce diversity. It also aims to analyse two organizations approaches to managing workforce diversity and evaluate advantages and disadvantages of the organizations’ approaches based on workforce diversity theory. The report concludes that workforce diversity is one of the primary concerns for most of the businesses; therefore, managing diversity is an important element of management in today’s organisation. Workforce