Diversity Training
Work force demographics, which reveal increased diversity among the working population, are triggering a huge growth in diversity training programs. Although these programs typically are designed to improve working relationships, many of them are accompanied by a backlash from those who do not agree with the focus of the programs or the messages they deliver. Some people believe that diversity training should focus only on those categories protected by law—race, gender, and disability. Others argue for a more inclusive definition encompassing age, educational level, family structure, job function, sexual orientation, ethnicity, and values. However, it is the messages these programs deliver that spark the greatest controversy. This publication considers myths that cause some people to fear or resist diversity training as well as myths overstating its outcomes and effectiveness.
Do Diversity Programs Discriminate against the Majority?
Many workers—white males in particular—fear that in the rush for a more diverse workplace, they will lose out. They believe that, in the past, having the right qualifications has been the sole basis for realizing most workers' employment and advancement goals. Now equity quotas and diversity benefits for minorities are being added to the employment equation, creating discomfort for many workers. Unless the fears of those who believe that racial or gender diversity goals will overshadow their own employment status are addressed, companies are likely to experience employee backlash from their diversity training efforts (Day 1995).
The way training is delivered can perpetuate discrimination fears by making some groups feel that they are the villains and others the victims....
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In attempts to comply with federal laws and in relation to fairness, organizations and business in the United States started increasing women’s representation and employment of people of color. These efforts resulted in a trend where women representation across all types of jobs increased while the workplace was characterized with people from different cultural backgrounds. Organizations and businesses sported multicultural and multilingual hues that resulted in a paradigm shift in the concept of workplace diversity (Srikrishna,
It sometimes give “the perception of ‘token appointments’ [of individuals] who could not be hired or promoted on performance ability alone” (Von Bergen, Soper, & Foster, 2002, p. 242). It can also create more discrimination in the form of reverse discrimination where those formerly believed to be discriminators are now unfairly victimized because of the color of their skin. Diversity training can sometimes be demoralizing and reinforces stereotypes when trainers resort to emphasizing differences that elicits anger and divisiveness (Von Bergen, Soper, & Foster, 2002, p. 245). Businesses can find their legal liabilities have increased when “unorthodox training techniques invade employee privacy and humiliate individuals in front of their co-workers” (Von Bergen, Soper, & Foster, 2002). According to Choi’s research “individuals in diverse groups tend to fell less safe and to trust each other less. Lower trust is more likely to lead to higher conflicts within groups” (Choi, 2008, p.
Malcolm X had a tough personality, he was a strong leader, who was not afraid to say things that he had thought, he was angry and he was extremely opinionated. On April 14th a New York Temple member, named Johnson Hinton was savagely beaten by police. Alerted by other followers, Malcolm joined a group of Muslims at the 28th division headquarters in Harlem, where he demanded that Hinton receive medical attention. Hinton was eventually taken by ambulance to a nearby hospital, but the Muslims refused to disperse, which alarmed the police. Satisfied that his demands had been met, Malcolm dispersed the crowd with a wave of his hand. He later sued New York City for police brutality and won ...
Institutions in the businesses sector are swarming in racial discrimination, much of which is covert and difficult to detect and prove. Racial discrimination excludes, marginalizes and exploits those citizens who are discriminated against, ceasing any opportunity for economic progress and development. Under certain regulations some businesses are required to diversify their workplace by hiring certain amounts of people of color, but in reality these small quotas do not do much for the overall condition of the people who are being discriminated against. Businesses that fail to take action on racial discrimination tend to have lower levels of productivity. This stems from employees not being interested in working hard, or because people with exceptional talents and skills choose to shy away from certain places of employment due to the fear of racial discrimination. Employees who feel wronged also tend to switch jobs, forcing the organization to spend more time and resources on hiring and training new employees, besides coping with the low productivity of a new employee. (Nayab)The effects of racial discrimination in the American work force could be identified with funded research on the topic. With ample data employers will be able to better understand the negative affects that racial discrimination have
Labor unions were established as a way for workers’ needs and grievances to be heard by management. According to Fossum (2012), “forming a union creates a collective voice to influence change at work” (p. 7). The collective voice of workers in a union holds much more power than any single employee’s voice. It can loudly draw attention to mistreatment or abuse of workers. The organized collective voice of workers demands to be treated in a fair way by its management in terms of wages, hours, benefits, and working conditions.
Workplace diversity is broadly defined as an inclusive company culture that strives to respect variations in employee personality, work style, age, ethnicity, gender, religion, socioeconomics, education and other dimensions. A company that favors certain characteristics about its employees runs the risk of lawsuits, turnover and reduced productivity. Tom 's topics will include: State and Federal employment discrimination laws and how they differ; avoiding discrimination claims; properly handing employee complaints of discrimination; Diversity is more than race and sex, and Inclusion is more than being nice; and diversity and cultural awareness during a time of unprecedented economic
Diversity management initiatives are long term and strategic in focus. They strive not only to recruit, but to actively develop, promote and capitalize on the different skills and perspectives of minority employees (Marquis, 2007.) Every day, peopl...
According to Kinicki, diversity represents the multitude of individual’s differences and similarities that exist among people. When developing a cultural diversity training program, one has to manage diversity with a new approach of inclusion and recognition. Managing diversity enables people to perform up to their maximum potential (Kinicki p. 111). As we analyze diversity, we will evaluate some common barriers and challenges in managing diversity. In developing a diversity program, we will analyze methods and procedures that will be apart of the program. Kinicki (p.*) says an important first step in overcoming these obstacles is for leaders to convey to their employees why the organization values diversity.
Gender, racial, and ethnic diversity means different things to different people. Some believe that diversity is about quotas, and affirmative action. Others believe that diversity is something that will happen on its own with out intervention. Some experts who study diversity, however, believe that diversity is not something that should be left up to chance. It is important, therefore, for organizations to take action to encourage and foster diversity in the workplace (Clarke, 1995, p. 13).
Diversity management efforts are based on a voluntary commitment to accept each individual’s uniqueness and to respect and learn from individual differences. In fact, diversity management efforts require a great deal of commitment particularly since it includes more than just image based differences (Cole, Salimath). Because it includes all differences and actively works to change prejudicial attitudes and beliefs, diversity management is the perfect complement to affirmative action. Together they can create an inclusive society that is race- and gender-conscious. Being race- and gender-conscious will highlight each individual difference which will facilitate acceptance without judgment and insensitivity.
Diversity is a highly important issue in today’s business, especially in a globalized company. Workplace diversity helps to get better solutions to business problems (Schawbel, 2012). When you have a group of individ...
Organizational diversity is a vital attribute causing rapidly growing controversial debates in today’s public and private business sectors. Many of the adversarial perspectives regarding organizational diversity have manifested in various organizations due to the implementation of laws, sanctions, programs and other initiatives designed and mandated to create a more equalized employment workforce.
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Workplace diversity has become a growing concern within organizations. Managers are now challenged with learning new ways to effectively communicate the importance of embracing different races and ethnicities. Diversity encompasses many different characteristics including age, gender, ethnicity, religion and disabilities (Robbins). As of late, age has become more of a concern as the baby boomer generation begins to reach retirement age; many are not retiring early but instead are working well into their seventies. Unfortunately for those baby boomers, the number of retirees decreased during the 2008-2009 recession mostly due to economic struggle. People cannot afford to retire, perhaps because they did not save enough for retirement or had to dip into their retirement fund to survive earlier in life. In addition to age discrimination, gender discrimination is another common diversity issue. According to “Organizational Behavior,” as of 2000, more women are working full time, have more education, and have started to close the earning gap between men and women (Robbins). Most commonly, women are targeted in the workplace fo...