Diversity in the Workplace Abstract Imagine that you are a highly qualified former Hispanic executive who was recently laid off from a fortune 500 hundred company. Within that company you held several key roles in which you were crucial to the success of the organization. In the prior roles you may have never really understood the need or the process of managing diversity. You hold several advanced degrees in key business fields despite all of your experience education and the economy flourishing you can’t seem to find a job comparable to where you were. You happen to buy a copy of the Wall Street Journal and on the front page is the article below: Hispanics are the nation's largest minority group, and the youngest, and the most underrepresented in companies' top management. Since 1990 the Hispanic population has grown from 22.4 million to nearly 42.6 million. By 2050 they'll account for one out of four U.S. citizens. But of the 10,417 board seats in Fortune 1,000 companies, they hold only 191, and occupy just a scant 1.1% of the executive offices in those companies. Of the top 1,000 corporations, 913 have no Latino officers, and 35 entire industries, like insurance and telecommunications, have no Hispanics at all in executive positions. Search firms say their databases are rich with Latino talent. LatPro, the largest job board for Hispanics, has a database of 240,000 professionals, with 50,000 candidates seeking entry level management positions -- the same $50,000 to $100,000 a year positions companies say they're having trouble filling with diverse professionals. Says Ernesto Fresquez of Fresquez & Associates, an Oakland staffing firm, "I could fill every professional position in a major corporation, from entry level to CEO, with highly qualified, educated and experienced Hispanic candidates." But the demand just hasn't been there. One problem, says this article, is that companies may not be aware of these resources; another may be that they're unwilling to face how far behind they are in Hispanic hiring. (Thomas 2003) Introduction When the society’s functioning of diversity and social responsibility fails, the results are a system of inequality and lacking of social commitment. Diversity concerns are relevant and essential human ideas in which making choices is not always a matter of ethics or black and white. Managing diversity does no... ... middle of paper ... ...e 11. 12. Managing Diversity (1999, July). Black Enterprise, 23(12), 79-86.. 13. Overman, Stephanie (1997, April). Managing the diverse workforce. HR Magazine, 36(4), 32-36. 14. Rice Jr., Booker (2000, May-June). Putting diversity to work: Playing on a level field. LIMRA's MarketFacts, 11(3), 38-39. 15. Schwartz, Robert H. & Sullivan, Dale B. (1999, Spring). Managing diversity in hospitals. Health Care Management Review, (2), 51-56. 16. Scott III, Samuel C. (1999, November-December). Vive La Differerce. Financial Executive pp. 44-48. 17. Thomas Jr., R. Roosevelt R. (2000, Winter). The concept of managing diversity. Bureaucrat, 20(4), 19-22. 18. Wagner, Mary (1997, September). Managing diversity Modern Healthcare, 21(39), 24-29. 19. Wilkinson, Brad (1999, October) Managing diversity: Buzz word or business strategy? HR Atlanta, 8. 20. Williams, Mary V. (1997, January). Managing Workplace Diversity. The wave of the 90's. Communication World, 7(1) 16-19. 21. James William, (Feb 26-03). Work-life effort key, say job-seekers. (Diversity). BUSINESS WIRE 22. Scott Thomas (March 18-03). Hispanics absent from high positions. (Diversity) Wall Street Journal
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,
Ethel was a person that many members of the Lacks family felt was jealous of Henrietta and her life. Evidence of this jealousy is seen on page 111 in the book stating “A good handful of cousins still think that Ethel moved into that house and started up with Day just to get out all the hate she had for Henrietta by torturing her children” (Skloot 2010, 111). This shows the jealousy and hatred that Ethel had for the family before she had even begun to take care of the children. Each child suffered at the hands of her suspected
The healthcare workforce is suffering critically due to its lack in diversity. As healthcare organizations are growing and the number of patients is increasing, so is the diversity of the patients. There are more minority patients are the number of minorities increase in the United States. The need for minority employees is crucial in that they are needed to help assist patients who have the similar cultural, racial, and ethnic upbringings. There are many barriers in healthcare workforce that are keeping minorities from reaching their full potential to become employees in healthcare, particularly upper-level leadership positions; as patients continue to become more diverse, so does the need of employees.
Mr. Banquer is facing the reality that the move toward a more diverse healthcare workforce is not keeping up with the nation’s demographic shift, especially among managerial and executive positions in the healthcare industry. According to Buchbinder and Shanks (2017), a study done in 1992 demonstrated that minorities held less than 1% of top management jobs even though they represented more than 20% of the workforce. Although more recent studies showed that more minorities are taking executive leadership positions, achieving greater diversity in leadership positions in the healthcare industry will continue to be an issue (Buchbinder & Shanks, 2017). In this situation, Mr. Banquer should rearrange the search committee that will best represent
Decreasing the disparity among whites and people of color eventually leads to higher productivity, stronger work ethic, and better team functioning. “Diversity enhances and affects group performance in diverse teams” (Van Dijk, et. al., 2013). As stated by researchers Winfred Arthur, Jr. and Dennis Doverspike, to have a diverse and successful working environment, employers and business leaders should work on limiting the role they play in privilege and accept more applicants from minority backgrounds (2005). According to researchers at the Texas A&M University and the University of
Cultural diversity in the workplace is becoming more and more prevalent. Corporations in all industries are encouraging minorities, women, elderly workers, people with disabilities as well as foreign workers to join white males in the workplace. The following analysis will focus on these groups and how companies are encouraging them to join an ever-expanding workplace.
Diversity, is understood as the, “differences in the underlying attributes or non-observable differences” a term that has been utilized more and become commonplace (Pynes, 1997). However, this was not always the case. Shockingly it is still not fully applied in the workplace and this lack of respect for all individuals has led to both physical and emotional traumas to its victims. At times to fulfill the diversity quota a company will higher minorities in order to show they are attempting to have a more culture workplace. This can have its benefits but at a cost. A company should not only be focused on only filling a quota but on the criteria of the person being and how they can help the future of the company.
By 2025, African Americans are expected to represent 14 percent of the total. The Hispanic population is 10 percent of the total U.S. population in 1994, it is projected to be 17 percent by 2025. The Asian population was 3.4 percent of the total U.S. population in 1994, it is expected to more than double by 2025. With all of that stated, the above statistics should erase any doubt that workforce diversity is a critical business issue with serious, bottom line consequences, the Texaco lawsuit has erased those doubts forever. But a well publicized racial discrimination lawsuit is just one example of how an organization can be hurt if it is not actively working to manage and leverage workforce diversity.
Kossek, E.E, Lobel, S.A & Brown, J. (2005) ‘Human Resource Strategies to Manage Workforce Diversity: Examining the Business Case’. Available at: http://books.google.com.ng/books?hl=en&lr=&id=zUYHDw_detEC&oi=fnd&pg=PA53&dq=HR+strategies+in+designing+multicultural+teams&ots=GQEMrnrt3N&sig=jXJCo2ifZdrMBa4rC-8ruKFJClw&redir_esc=y#v=onepage&q&f=false Accessed: 27th March, 2012.
Managing workplace diversity well requires the creation of an wide-ranging environment that values and utilizes the contribution of people of different backgrounds, experiences and perspective. All organizations policies, practices and processes that impact on the lives of employees need to recognize the potential benefits that can be derived from having access to range of perspectives and to take account of these differences in managing the workplace. Work systems, organizational structures, performance appraisal measurements, recruitment and selection practices and career development opportunities all have impact on the organizational behavior upon the management of diversity.
Marquis, J. P. (2007). Managing Diversity in Corporate America: An Exploratory Analysis. Santa Monica, CA: RAND Corporation
Harvey, C. P. & Allard, M. J. (2012). Understanding and managing diversity (6th ed.). Saddle River, New Jersey: Pearson
Barak, M. E. (2005). Managing diversity: toward a globally inclusive workplace. Thousand Oaks, Calif.: Sage Publications.
The impact of diversity in the workplace is contingent upon several factors. Across companies diversified workforces are becoming increasingly common. To successfully manage a diverse workforce, organizations are ensuring that employees understand how their values and stereotypes influence their behavior toward others of different gender, ethnic, racial, or religious backgrounds; are gaining an appreciation of cultural differences among themselves; and behaviors that isolate or intimidate minorities are being improved (Noe et al., 2010, pg. 302).
Another target populations, has been the “glass ceiling,” or invisible barrier, that keeps women and minorities from attaining top jobs. While the ideal of equal opportunity is espoused, it is far from a reality. Women and minorities continue to “peak out” at a low level of management. Kelborn (1995) (pg.