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DIVERSITY IN HUMAN RESOURCE MANAGEMENT.
Term Paper ID:26955
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Essay Subject:
Examines steps in implementing an effective diversity program in small organizations.... More...
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5 Pages / 1125 Words
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Paper Abstract:
Examines steps in implementing an effective diversity program in small organizations.
Paper Introduction:
Human Resource Management
The definition of management is the attainment of organizational goals is an effective and efficient manner through planning, organizing, leading, and controlling organizational resources. Assuming that you are a Human Resource Manager, how would you use this definition to explain how you would manage workplace diversity and motivational approaches such as gain sharing and executive information systems in a contemporary organization?
Justification for Managing Diversity
Managers can no longer ignore the fact that the nation's workforce is becoming increasingly diverse. Affirmative action programs are no longer enough to deal with this increased diversity; instead, companies are taking a more far-sighted approach that includes setting up departments to assist employees in handlin
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Employers can trim risk of lawsuits with fairness in workplace. To be effective, telecommutingrequires highly disciplined employees and managers who are willing tomanage remotely, but with improved communications, this can prove aneffective motivational tool that recognizes the unique needs of individualswithin the organization (Roberts, 1994, p. Without careful planning, companies mayadopt strategies that lack uniformity throughout the organization, and thatend up putting the diversity program at risk (Rynes & Rosen, 1994, p. In addition to recruiting throughlocal colleges and universities for recent graduates, the companies canestablish an internship program that would offer paid training to studentsin need. It canbe a daunting process for supervisors who have not done it before. In order to overcome this obstacle, the current staff needsto undergo extensive training in respecting diversity and encouraging it tothe point that the company benefits from the experience that outsiders canbring to an organization.Companies may also consider implementing nontraditional benefits, includingflex time and job sharing, which can help motivate diverse workforces.Flex time enables employees with small children or other personal needs tomeet those needs while continuing to contribute to the organization. Nation's Restaurant News, pp. Given the importance of this function, it is illadvised to have training left to this type of happenstance. Selecting a diversity trainer. 3 ).Implementing a diversity plan in a company that has a strong culture is notsomething that can be done quickly. 67-73. The Diversity PlanSuccessful diversity programs have several key objectives: bring people ofdiverse backgrounds into the company; provide upward mobility and trainingfor all employees regardless of background; ensure that all employeesrecognize the value of diversity and strive to maintain an atmosphere ofrespect and co-operation.The first objective is often the easiest to achieve as demographics arebringing increasingly diverse individuals into the workforce. However, a formal evaluation program can indicatewhich supervisors need additional training down the road, and trainingshould be given to all supervisors in the formal process of evaluation.Part of the evaluation process should include an opportunity for employeesto indicate projects they would like to work on, and for them to identifypersonal and professional goals that they would like to achieve over thecourse of the next year. Affirmative action programs are no longerenough to deal with this increased diversity; instead, companies are takinga more far-sighted approach that includes setting up departments to assistemployees in handling complaints and personal insults from customers, andto setting up workplace environments that foster harmonious relationshipsamong all employees (Prewitt, 1994, p. In addition to providing criteria against whichemployees can be judged at the next evaluation, this process can helpsupervisors determine which employees may be appropriate to receiveadditional responsibility. Combining the training programs withthe recruiting programs and the evaluation process, and allowing for thechanges that will be made as the plan goes into effect, the entireimplementation can take several years. Intoday's small, high technology companies, many supervisors have risen fromthe ranks of technical personnel and lack formal management training.There can thus be considerable room for errors or awkward handling ofsituations. 3 -31.Rogers, B. ReferencesPrewitt, M. (1994, October 1 ). Inother situations, companies may find that job sharing gives employees theopportunity to learn about other positions in the organization; thiscreates greater flexibility in the workforce and greater enrichment foremployees. Many companies may haveemployees of diverse backgrounds, but employees who do not assimilate intothe current corporate culture may not be encouraged to stay with theorganization. Still other companies, particularly those in high-technologyindustries, are exploring the use of telecommuting to eliminate havingemployees come to the office every day. One way to solve this problem is through the use of diversitytrainers, who come to the job site and communicate both what diversity isand how it affects the employees directly.But there are problems with this. In small companies, there is limited upward mobility for anyemployees. Employee diversity a fact of life. 66).While the business community as a whole recognizes that diversity is a wayof life in the workplace, there is no clear-cut agreement as to how tocommunicate that reality, or the ramifications of that reality, to theworkforce. HRMagazine, p. (1994, April 25). 66, 86.Roberts, S. Given this, itis not surprising that a number of companies have simply chosen to foregoformal diversity programs, and hope instead that they will be able toachieve diversity and workplace harmony without much additional effort onthe part of the organization. By using standard evaluation forms and a processthat all employees adhere to, the evaluation process can help companiesestablish clear criteria for advancement and responsibility.The last objective of the diversity plan is to create an atmosphere inwhich diversity is both respected and encouraged. An internship program also has thebenefit of building closer ties to the community.The second objective, bringing upward mobility to the organizationregardless of the background of employees, is typically more difficult toachieve. 71.Rynes, S., & Rosen, B. Unless the company is able to sustain a period of strong growthin which it greatly expands its staff, there is limited upward mobilitywithout retirement at the uppermost levels of the organization.In order to implement the evaluation program, current supervisors will haveto receive training in how to effectively give formal evaluations. (1994, October). Human Resource ManagementThe definition of management is the attainment of organizational goals isan effective and efficient manner through planning, organizing, leading,and controlling organizational resources. Business Insurance, pp. If the evaluation program is carefully implemented, thereshould be no surprises when each employee's evaluation is presented becausethe supervisor will have already given the appropriate feedback over thecourse of the year. As a company grows in personnel and in thenumber of tasks that need to be performed, this process can help ensurethat the right people are assigned to the right tasks.A formal evaluation program can be a strong part of a diversity planbecause it offers supervisors a way to evaluate employees without takinginto account personal characteristics that may expose a supervisor's or acompany's cultural bias. Instead,companies need to take a proactive approach to ensure that the trainer theyselect is familiar with the overall concept of diversity as well as withthe application of diversity in the immediate environment (Rogers, 1994, p.71).Implementing an effective diversity program can be a particularly dauntingchallenge for companies, particularly small organizations. HRMagazine, pp. What makes diversity programs work? However,companies can do more than merely accept candidates who, by chance, happento be of diverse cultural backgrounds. Justification for Managing DiversityManagers can no longer ignore the fact that the nation's workforce isbecoming increasingly diverse. Assuming that you are a HumanResource Manager, how would you use this definition to explain how youwould manage workplace diversity and motivational approaches such as gainsharing and executive information systems in a contemporary organization? 78). Having these students serve as paid interns would give companiesa chance to evaluate them as permanent employees (a nonpaid internshipprogram would likely result in candidates who are similar to the groupalready working at the company since only those students who do not needadditional income would participate). There are no clear-cut guidelines forcalling oneself a diversity trainer, with the result that the quality ofdiversity training is largely dependent on the individual trainer a companyhappens to select. (1994, October).
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