The Business Rationale for Diversity Management †Free Samples

Questions 1.How diversity management can add value to an organization (CERA)? 2.How HR can help with the implementation of diversity? Answers: Introduction Currently, making a tough business validation continues to be the very first phase in organizational loyalty to diversity management. However, the proof for the organizational results of attaining workforce diversity is rather mixed, and shows both negative and positive consequences (Bell, 2012). The reason is because it is the efficient management of diversity that allows for organizations to make improvements in performance. Notably, there is an increased need to develop an evidence-oriented approach to the business underlying principle so as to suit the needs of todays organization sin various departments and locations that need to approach diversity in distinct ways. The business justification for diversity management tends to operate at four main levels namely the shareholder value, stakeholder value, regulatory context and worldwide value chain (Carr-Ruffino, 2009). It is important for todays organizations to develop a firm understanding of the business rationale for diversity management. Diversity management is simply the practice of handling and advocating for various personal characteristics and lifestyles within a given group. This process is solely concerned with discovering the diverse and rich potential of a whole workforce. For an organization to establish a better diversity plan, it needs to not only be realistic, measure its progress and define its terms, but it also needs to educate the workforce on the advantages of diversity. In this particular report, we will focus on one organization in particular, CERA, and look at how it has implemented diversity management into its daily operations. We will also discuss how diversity management adds value to any given organization and how Human Resource can assist with the implementation of diversity. Discussion The necessity of diversity in todays organizations Diversity in the workplace is all about establishing an all-inclusive setting that embraces each persons differences, their strengths, and offers chances for all members of the organization to attain their full capabilities (Kirton Anne-Marie, 2010). An organization that is loyal to a diverse workforce is considered to be one that aims at harnessing a number of people with special skills. Though the conventional idea of workplace diversity may refer to depictions of different genders, religious backgrounds, and races, todays notion of diversity is all-inclusive. Much attention of this particular approach is on promoting individuality within a given organization, and recognizing that each individual is able to bring something unique to the table. Todays leading organizations acknowledge that it is crucial to regularly maintain diversity as a top business necessity over a period of at least five years before diversity can enjoy traction and be considered part of the way these organizations conduct business (Calas, Holgersson Smircich, 2010). Notably, genuine diversity is not simply the mix constituting the workforce, but rather the organizations business partners and customers. More and more businesses are acknowledging the significance of investing in inclusion and diversity as part of their total skill management practices, especially since they interact with unique clients and cultures. Organizations that fail to acknowledge the significance of diversity usually find themselves unable to lure and maintain the types of workers, business partners, and customers that represent todays transforming business world (Shore, Randel Ehrhart, 2011). Diversity is necessary in todays organizations because it tends to bring in diverse unique skills together aiming at a common goal. In turn, peoples loyalty is ignited, and their productivity and retention increased. Whenever problems or conflicts arise, there are many solutions and alternatives that arise as every member is allowed to contribute to their way of operating, thinking, decision-making and solving such issues. Diversity in any given organization means that the workforce feels appreciated and included. It also increases the sense of belonging which in turn pulls in more potential employees (Harrison Klein, 2007). As the workforce demographics change and worldwide markets come up, workplace diversity moves closer to becoming a business necessity rather than a banner that organizations usually wave to indicate their commitment to welcoming diversity and change. Diversity is necessary in todays organizations as it encourages mutual respect among workers (Chrobot-Mason, Weber Ernst, 2009). It also evidences itself in the establishment of a positive reputation for the organization, resulting in increased chances for the staff and profitability. Any organization recognized for its just employment practices, appreciation for diverse skills and ethics is in a better position to lure many competent applicants. Diversity in the workplace is particularly necessary for companies looking to venture internationally, as the global marketplace opens doors for individuals having diverse language competence and multicultural comprehension to establish worldwide profit centers (Elkadi, 2009). Diversity in the workforce offers much exposure to workers and other organizational staff from different backgrounds and cultures. They are able to learn from colleagues whose work styles are rather unique and whose attitudes towards work are different from their own. A good illustration of this can be observed with todays technological advancements. Conventional-generation individuals can learn novel processes and technology from those who are in the tech-savvy millennial generation (Press, 2014). Additionally Generation X staff can learn from contact with the rather self-confident, achiever work ethic distinctive of the Baby Boomers (Pugh, Dietz Wiley, 2008). Research has shown that more diverse workforces tend to have better numbers in terms of worker retention and productivity. Moreover, the joint experience and understanding that a diverse workforce offers enhances associations with the society while at the same time improves an organizations ability to relate to their customer s. 1. CERA Sanitaryware Ltd. is Indias most preferred home solutions provider which was recently vouched for by various interior designers and architects based on reputation , quality, and popularity, among other parameters (Bell, 2012). The company is also currently recognized for its stylish product range and increased innovation through high value production and technological advancement. CERAs focus is on the business of marketing, producing, and distributing sanitaryware, trading in tiles and other bathroom products, and faucetware (Carr-Ruffino, 2009). CERA has so far been endorsed as the number one sanitaryware brand that will eventually shape the future of sanitaryware industry in Asia. The company attributes its success to diversity management. Successful organizations such as CERA have diversity leaders within the business who are responsible for ensuring that the business is diverse. Despite the fact that some may view this as a waste of time, it could actually be if the responsibility is not performed accurately. However, if it is done well, it eventually adds value to the organization and increases profitability (Kirton Anne-Marie, 2010). Keeping in mind the fact that CERA deals with sanitaryware, a common misconception is that it tends to employ more women than men. The fact is that diversity within this particular organization covers more than that, and it is about the various distinctions that are present among individuals. Diversity incorporates personality, social mobility, socioeconomic background, culture, religious beliefs, culture, and working styles. That is why todays organizations are incapable of reaping the benefits without inclusion. CERA understands that accommodation in the workplace is crucial in allowing individuals with disabilities to contribute their skills to the workforce. Moreover, the fact that the company has employed a number of men to handle the sanitaryware is an obvious representation of its loyalty to diversity (Calas, Holgersson Smircich, 2010). In this day and age, employers who desire to recruit and retain highly professional and well educated employees must offer such benefits so as to remain competitive. The male workers at CERA do not feel disrespected given the kinds of products they handle. Their differences are instead welcomed and are thus better able to realize their full capability while making a positive contribution to their workplace. The company has learned that a constructive setting not only motivates its individuals, but also increases productivity, retention, and employee contentment. Looking at CERAs case, it is clear to see that diversity management has a constructive impact on its performance and shareholder value, two things that are directly connected to competitive advantage (Shore, Randel Ehrhart, 2011). The company acknowledges that diversity management is the key to progression in todays intensely competitive worldwide marketplace. Diversity leadership tends to drive innovative points of view. Unfortunately, many organizations are still trying to figure out how to tap into the potential within markets and processes that must be enabled worldwide. Constructive diversity management tends to form the foundation of diversity competences, which in turn drive competitive advantages in a worldwide marketplace. Diversity also drives organizations such as CERA to develop through various avenues (Harrison Klein, 2007). A need has recently come up to set out the business justification for diversity management and the significant connections that it has with adding value to an organization. Diversity management adds value to organizations such as CERA in that it generally improves the quality of decisions while at the same time providing excellent solutions and innovative concepts. Notably, information sharing and positive task-oriented conflict are the keys to the value in diversity management (Chrobot-Mason, Weber Ernst, 2009). HRM plans can be utilized in tapping into the various advantages of diversity and promote learning and knowledge foundation. By so doing, value is added to peoples results. 2. The HR department is normally called upon to indicate the direction when organizations commit to valuing and managing diversity in the workplace. It is obvious that companies come in all shapes and sizes, with members ranging from homogeneous to completely diverse. Additionally, the ideas incorporated in diversity management are novel enough to the extent of its practitioners not always having an agreement (Elkadi, 2009). The HR department can actually be the driving force that not only discovers, but also develops chances and resources that advocate for organizations diversity program. Human Resources is quite important in implementing diversity at the workplace in that it is considered the researcher that collects the inclusive information an organization will need in the development of an efficient program. Human Resources are seen as a great influencer that is wise to the political climate of an organization and capable of utilizing this information to safeguard and nurture the fledgling diversity initiative (Press, 2014). Notably, the HR manager should not be seen as the only individual responsible for guiding the diversity program. Organizations such as CERA have learned to spread out their duty to avoid a diversity initiative dying early. Though diversity management is considered to be an approach that is concerned with workers, the HR function is the main keeper of the people management processes. HRM and diversity management focus on the contribution of the HR operation to business plan, in addition to being concerned with individual distinctions, the development and welfare of each person (Pugh, Dietz Wiley, 2008). Looking at CERAs strategy to hire men to handle its sanitaryware products, it is proof that effective diversity management is attainable through suitable HRM strategies. These strategies tend to concentrate more on the increment of flexibility, knowledge creation, organizational learning, and the creation of a work setting conducive to diversity management. Notably, diversity management has a place in HRM functions and should therefore be at the core of HR policies and practices. Similar to any other approach, diversity management in relation to HR practices also has experienced a few criticisms. For instance, during the mid-90s, a number of intellects commented that diversity study did not have scientific accuracy, historical specificity, practical foundation, theoretical evaluation, and had been quite under studied (Bell, 2012). Possible disparity between the reality of organizational practices in major HR areas and adopted organizational rhetoric on diversity management had also been highlighted. Interestingly, most conventional research saw HRM diversity practices only as adherence to Equal Employment Opportunity and Affirmative Action, and ignored the practices acknowledging and utilizing diversity. However, intellects are yet to investigate how diversity has been managed in the HRM area and what types of HRM approaches are suitable to efficiently managing diversity. Over the course of the years, the HR function has considerably grown and now covers the complete scope of people management processes (Carr-Ruffino, 2009). Managers in companies where effective HR diversity policies are not present are more likely to advocate for or rate highly skilled employees with similar cultural experience and backgrounds. Research has indicated that in America, Caucasians tend to hole about 89% of managerial positions while comprising only 75% of the population (Kirton Anne-Marie, 2010). At CERA, the manager together with the HR department has ensured that staff occupies the right positions as per their qualifications, regardless of their ethnicity, race, gender, or nationality. HR managers tend to bring individuals into an organization and promote workers who fit or possess similar values to the decision makers. That is why it is important for selection and recruitment to avoid the attraction-selection-attrition cycle so as to develop various cultures within the organization (Calas, Holgersson Smircich, 2010). Argument that I would make to Mark French regarding the business case for focusing on diversity management in CERA Most organizations today are realizing the need for refreshed enthusiasm to drive effective diversity management in global companies. As earlier mentioned, the business case for diversity management is spreading its focus which has been from shareholder value to stakeholder value, global value chain, and regulatory context (Shore, Randel Ehrhart, 2011). It also argues that diversity policies tend to make good business sense. To be a good example to other budding organizations in future, CERA needs to show that diversity is important to issues such as total reward management, work-life balance and flexibility, talent management, performance management, acquisition management, and branding (Harrison Klein, 2007). There is need to comprehend those diversity issues not covered by law much better. With regards to organizational behavior, CERA needs to improve the design of interventions so as to foster dignity and respect in the workplace together with the elimination of all kinds of intimidation. The company can address the issues relating to the manner in which diversity is practiced and gain more profits from making it core to business development while focusing on the diverse preferences and needs of individuals such as customers and workers. By so doing, diversity management will become a coherent business issue planning, evaluating, revising, and implementing efficient strategies for managing diversity . Furthermore, managers at CERA can manage diversity and help shape, inform, and influence the better delivery and design of services and products to diverse communities (Chrobot-Mason, Weber Ernst, 2009). They can also deliver improvements to the value of life for each individual through increased individual option and chances to be economically autonomous. Investing in diversity management would mean being able to predict fiscal performance within CERA. Conclusion As discussed above, diversity management refers to the practice of handling and advocating for various personal characteristics and lifestyles within an identified group. Todays idea of workplace diversity is rather all-encompassing. The main focus is now on the promotion of individuality within a given organization, recognizing that every individual is capable of bringing something unique to the table. Establishing a robust business case is considered to be the initial phase in organizational loyalty to diversity management, where effective management of diversity is a victory factor for todays organizations. The paper has also discussed the case of CERA Sanitaryware Ltd., using it as an example of an organization that has successfully implemented diversity management. References Bell, M.P. (2012). Diversity in organizations. 2nd Edition. Mason, OH: South-Western College. Calas, M.B., Holgersson, C., Smircich, L. (2010). Diversity management? Translation? Travel. 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