Evaluation of Sources on Organizational Diversity Management

This report evaluates ten sources on the management of organizational diversity, including articles on workplace relationships, workforce diversity at Tata Consultancy Services, methods for addressing cultural diversity with teacher candidates, and the effects of workplace diversity on innovation. The report provides insights into the impact of diversity on organizational growth, customer experience, learning outcomes, and team efficiency. It also explores the role of emotions in diversity practice and the importance of diversity in diplomacy and education. The findings highlight the need for effective diversity management strategies in organizations.

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Introduction
The report focuses on evaluating ten sources on the management of organizational
diversity. Over the past decades, globalization has led to the diversification of employees in the
workplace, with a different background on culture, attitude, and character, thus posing difficulty
in management. Diversity management thus is significant in the current world.
Article 1: Relationships Production Teams and Producing Racial Diversity in Workplace
Relationships
Payne, J., McDonald, S. and Hamm, L. (2013) ‘Production Teams and Producing Racial
Diversity in Workplace Relationships Production Teams and Producing Racial Diversity in
Workplace Relationships,’ Sociological Forum, 28(2), pp. 326–349. doi: 10.1111/socf.12021.
The research conducted using 2006 General Social survey focused on accessing the
impact of teamwork on the racial diversity of employees’ acquaintance networks. The
researcher’s conducted face-to-face interviews on 223 participants from Asia, with a focus on
diversity in the workplace relationship and participation in the workplace teams. From the
results, the researchers found out that there is a close relationship between race diversity and
workplace team participating as well as network acquaintance. Using past theorists such as
contact theory, racial threat theory, and the study results, researchers concluded that work teams
could increase organizational growth through cooperation, having mutual relationship and
respect of one another’s’ background as well as tolerant. The article is significant to the topic of
study since it elaborates more on the impact of a good relationship in a diversified workplace
through promoting cross-racial friendships.

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Article 2: Workforce diversity at the workplace: A report on Tata Consultancy
Service
Saini, P. (2014) ‘Workforce diversity at the workplace: A report on Tata Consultancy
Service,’ Indian Journal of Health & Wellbeing, 5(7), pp. 107–110. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=98855414&site=ehost-live
(Accessed: 27 March 2019).
The research aimed at identifying various dimensions associated with diversity in the
workforce as well as determining how Tata Consultancy Services manage workplace diversity
problems. Tata Consultancy services were instrumental for the exploration since it has a wide
base of employees about 276,000 across the world. The exploration found out that TCS being a
service based industry has different levels of diversity, for example, cultural diversity, gender
diversity, and age diversity and all employees work mutually to ensure maximum customer
experience. The article is significant to the topic since it provides evidential organizations that
have successfully embraced diversity and how it has been done as well as different types of
diversity. The article concludes that it is significant to invest more in diversity and show full
commitment for international organizations to be able to retain their best employees.
Article 3: Methods that matter in addressing cultural diversity with teacher
candidates
Acquah, E. O. and Commins, N. L. (2017) ‘Methods that matter in addressing cultural
diversity with teacher candidates’, Teaching in Higher Education, 22(5), pp. 501–518. doi:
10.1080/13562517.2016.1273217.

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The study aimed at developing a teacher’s multicultural model and identifying the
importance of model in the workplace. Global student’s population increases with diversity; thus
there is a need to have a paper model for multicultural teachers to improve the learning capability
of the diverse learners and mutual working relationship with co-teachers. The study used a
diverse focus group of 45 participants from different countries such as Denmark, Finland,
Lithuania, USA, Slovenia, Australia, Greece, Germany, France, Russia, and Serbia. The model
focused on interactive lectures, different activities, reading of case studies and classroom
presentation to develop a model. The results were analyzed through quantitative and qualitative
analysis and found out that the relationship between the learning outcomes and the models.
Consequently, small group discussion facilitated greater opportunities for cultural awareness
among the participants. The paper is important to the topic since it provides clear steps in
developing and addressing increasing workplace diversity.
Article 4: The elusive effects of workplace diversity on innovation
Ozgen, C., Nijkamp, P. and Poot, J. (2017) ‘The elusive effects of workplace diversity on
innovation,’ Papers in Regional Science, 96, pp. S29–S49. doi: 10.1111/pirs.12176.
The paper aimed at exploring the impact of diversity and innovation in the workplace by
conducting surveys between 2004-2006 among 2,793 firms. The survey used the econometric
model to identify and rank the innovation process among international firms with a focus on the
cultural composition of the organizations. The results showed ten unique countries of birth
represented in each organization due to diversity increase. Consequently, the results found out
there is no link between the innovativeness of a firm with the employment of immigrants. This
was in contrast with the literature review that indicated a positive relationship between the two.

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The paper is significant to the topic since it helps in creating a clear relationship between
diversity and organizational innovativeness thus will help managers to know when and how to
recruit to enhance creativity in an organization.
Article 5: How to Break the Cycle of Low Workforce Diversity
O, BKR, Scheffer, M, van Nes, EH & van der Lee, R (2015) ‘How to Break the Cycle of
Low Workforce Diversity: A Model for Change,’ PLoS ONE, 10(7), pp. 1–15. doi:
10.1371/journal.pone.0133208.
The paper is based on organizations call on employee diversification, and the challenges
faced while responding to diversity. Through the use of dynamic model: mathematical modeling,
the paper investigates long-term impacts in the workforce transformation while focusing on how
selection-bias and exit-bias affect the workplace demographics. The results indicated that it
takes a long period to change a staff structure especially when annual employee turnover rate is
above 0.05 per annual. The results also indicate the nature of appointment bias influences that
workforce diversity while the departure bias has a negligible impact. The model concludes that
when both the employee appointment and departure are biased, then the organizations are more
likely to be stuck at low diversity thus there is a need for critical strategies to eliminate diversity
stuck in an organization. The article is significant since it provides a clear understanding of how
to increase and address challenges relating to workplace diversity.
Article 6: An approach for the determination and correlation of diversity and
efficiency of software development teams

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Altiner, S. and Ayhan, M. B. (2018) ‘An approach for the determination and correlation
of diversity and efficiency of software development teams,’ South African Journal of Science,
114(3/4), pp. 69–77. doi: 10.17159/sajs.2018/20170331.
The study used Simpson’s Diversity Index to exploring the impact of diversity on the
software development work team. The research is based on different views on the impacts of
diversity on team performances. Many types of research show a positive relationship between
diversity and the organization’s performance; others have proven that diversity decreases an
organization’s performance. The proposed model: Simpson Diversity Index focused on age,
gender, experience and education diversity about efficiency and productivity. The results
indicated a positive correlation between diversity and team efficiency with education scoring the
highest index. The paper is significant since it elaborates and rates different aspect of diversity
and their impacts on the efficiency in the workplace, thus instrumental in helping the employer in
deciding what type of diversity aspect is important to focus on during employee hiring. With that
kind of knowledge, employers will have an easy time in building an efficient, diversified team.
Article 7: Social Justice 'Lite'? Using Emotion for Moral Reasoning in Diversity
Practice
Brewis, D. N. (2017) ‘Social Justice “Lite”? Using Emotion for Moral Reasoning in
Diversity Practice’, Gender, Work & Organization, 24(5), pp. 519–532. doi:
10.1111/gwao.12171.
The literature review focused on emotion as an aspect of diversity practice through
expanding on the Nussbaum’s emotion theory. The authors denote that emotions identification is
instrumental in obtaining social justice ‘lite’ in organizations thus facilitates gender equality and

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diversity management. Exploring other theories such as Rawls’s justice theory and Utilitarianism
and the author denotes that managing diversity helps in positioning values, happiness, and
creativity. Consequently, the authors managed to use empirical examples of 37 diversity
practitioners who recorded different variations on the emotional response during their practice in
a diverse environment. From the works, the author concludes that emotions are instrumental in
social justice lite and that Nussbaum’s emotion conceptualization can be used in eliminating
shortcomings during diversity practices. The paper is significant since it elaborates more on
workplace diversity and how to effectively manage it through the application of available
emotional theories.
Article 8: Diversity and diplomacy
Conley Tyler, M. (2016) ‘Diversity and diplomacy,’ Australian Journal of International Affairs,
70(6), pp. 695–709. doi: 10.1080/10357718.2016.1220497.
The paper is a case study that explored the effort adopted by Australia’s Department of
Foreign Affairs and Trade in increasing diversity among Australia’s diplomatic employees
through adopting Indigenous Recruitment and Career Development Strategy. The strategy focus
on the three major aspects: workplace environment, recruitment, and retention. While exploring
the diversity in Australian diplomacy, the author identified different challenges such as family
and cultural responsibilities, social constructs, direct and indirect discriminations during
recruitment. Consequently, the author denotes that diplomatic diversity implementation and
retention is quite harder than the recruitment strategy. The author concludes that diversity is
critical in every country’s diplomacy image especially in Australia that needs to showcase its
tolerance on society difference. The paper is significant to the study since indicate the

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importance of diversity management in organizational level, national level, and international
level.
Article 9: Teaching Side by Side by Side
Lozinak, K. (2017) ‘Teaching Side by Side by Side: An Intergenerational Case
Study,’ Delta Kappa Gamma Bulletin, 84(1), pp. 11–16. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=125223043&site=ehost-live
(Accessed: 28 March 2019).
The paper is a case study on intergenerational values and their impacts on the workforce.
Human tends to work across different generations for an average of 59 years; thus the author
explored herself from three stages of generations of professional education focusing on
identifying the characteristic available among the educators. The author used a structured method
to select information, fist by exploring existing works, interviewed her mother and her daughter
too. The participants had different characteristic across the four working generations:
traditionalist, Boomer, Gen X, and Millennial. The paper concludes that having enough
knowledge of the characteristics that are associated with the four generations is significant in
understanding the differences in people’s values, believes and success. The information form the
paper thus can help in creating insights among the managers in retaining the best employees,
making employees with diverse minds to be at ease and even make the employer feel honored in
working with a diverse work team.
Article 10: Transformational and Transactional Leadership Style and Skills to
Diversity Management in the School

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OKÇU, Veysel. “Relation between Secondary School Administrators’ Transformational
and Transactional Leadership Style and Skills to Diversity Management in the
School.” Educational Sciences: Theory & Practice 14, no. 6 (December 2014): 2162–74.
doi:10.12738/estp.2014.6.2128
The study aim was to investigate more on the diversity management in school with a
focus on the transformational and transactional leadership style of school administrators. The
researcher used ‘multifactor leadership questionnaire’ to collect data among 735 teachers
between 2010 and 2011. Schools just like other organizations are composed of diverse students,
staffs, and teachers that need proper management style to achieve the set goals. The collected
data was analyzed through the application of MLQ and SPSS analysis program. The results from
the analysis indicate a positive relationship between transformational and transactional
leadership style and effective diversity management. From the discussion, it is evidential that
transformational leadership is an important indicator of effective diversity management since the
leaders can create awareness; offer inspirational motivation, intellectual stimulation among the
employees. The paper is important to the topic since it provides the required information in
understanding diversity management.
Conclusion
Diversity management is important in current organizational operations. Thus every
leader needs to have full information ranging from diversity strategy creation, implementation,
and management through all traditional and modern technological tools such as social media. It’s
upon the leadership style to investigate and identify best diversity management models.

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List of References
Acquah, E. O. and Commins, N. L. (2017) ‘Methods that matter in addressing cultural diversity
with teacher candidates,’ Teaching in Higher Education, 22(5), pp. 501–518. doi:
10.1080/13562517.2016.1273217.
Altiner, S. and Ayhan, M. B. (2018) ‘An approach for the determination and correlation of
diversity and efficiency of software development teams,’ South African Journal of Science,
114(3/4), pp. 69–77. doi: 10.17159/sajs.2018/20170331.
Brewis, D. N. (2017) ‘Social Justice “Lite”? Using Emotion for Moral Reasoning in Diversity
Practice’, Gender, Work & Organization, 24(5), pp. 519–532. doi: 10.1111/gwao.12171.
Conley Tyler, M. (2016) ‘Diversity and diplomacy,’ Australian Journal of International Affairs,
70(6), pp. 695–709. doi: 10.1080/10357718.2016.1220497.
Lozinak, K. (2017) ‘Teaching Side by Side by Side: An Intergenerational Case Study,’ Delta
Kappa Gamma Bulletin, 84(1), pp. 11–16. Available at: http://search.ebscohost.com/login.aspx?
direct=true&db=aph&AN=125223043&site=ehost-live (Accessed: 28 March 2019).
O, BKR, Scheffer, M, van Nes, EH & van der Lee, R (2015) ‘How to Break the Cycle of Low
Workforce Diversity: A Model for Change,’ PLoS ONE, 10(7), pp. 1–15. doi:
10.1371/journal.pone.0133208.
OKÇU, Veysel. “Relation between Secondary School Administrators’ Transformational and
Transactional Leadership Style and Skills to Diversity Management in the School.” Educational
Sciences: Theory & Practice 14, no. 6 (December 2014): 2162–74.
doi:10.12738/estp.2014.6.2128.

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Ozgen, C., Nijkamp, P. and Poot, J. (2017) ‘The elusive effects of workplace diversity on
innovation,’ Papers in Regional Science, 96, pp. S29–S49. doi: 10.1111/pirs.12176.
Payne, J., McDonald, S. and Hamm, L. (2013) ‘Production Teams and Producing Racial
Diversity in Workplace Relationships Production Teams and Producing Racial Diversity in
Workplace Relationships,’ Sociological Forum, 28(2), pp. 326–349. doi: 10.1111/socf.12021.
Saini, P. (2014) ‘Workforce diversity at the workplace: A report on Tata Consultancy
Service,’ Indian Journal of Health & Wellbeing, 5(7), pp. 107–110. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=98855414&site=ehost-live
(Accessed: 27 March 2019).