Diversity Management: Theories and Practices

This assignment delves into the multifaceted field of diversity management. It requires students to critically analyze various theoretical perspectives on diversity in organizations, explore successful diversity management practices employed by leading companies, and evaluate the impact of diversity on organizational performance. The analysis should consider both internal factors within organizations and external societal influences that shape diversity management strategies.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author’s Note

1
HUMAN RESOURCE MANAGEMENT
Executive Summary
This very specific study has provided to make in-depth overview about various aspects of
diversity management and strategies that Mark French has followed in order to implement
diversity management. The assignment provides the importance of implementing the concept of
diversity management in an organization like CERA. It can be stated that diversity management
is an extreme necessity in the company, the implementation of which will make the company a
globally desirable company. The argument with respect to the CEO, Mark French has also been
provided and elaborated in detail.

2
HUMAN RESOURCE MANAGEMENT
Table of Contents
2. Importance of implementing diversity management within an organization like CERA:..........3
3. Argument relating to Mark French regarding diversity management.........................................4
4. Challenges faced by CERA regarding diversity management....................................................5
5. Recommendations........................................................................................................................7
6. Conclusion...................................................................................................................................8
Reference List:...............................................................................................................................10

3
HUMAN RESOURCE MANAGEMENT
Option 2: Topic 3
Question: Are you convinced by the business rationale argument for Diversity
Management?
1. Introduction:
In order to run a business organization human resource managers should recruit people
from different characteristics within workplace. The role of an efficient human resource manager
is to give equal priority and response to every skillful and competent employee. Gender biasness,
religious biasness, cultural biasness should not come within an organization. The overarching
concept diversity management implies a systematic strategy based on which people belonging to
various age group, gender and cultural background can get equal priority and response from the
business managers. As per the overall scenario of business process, organizations have to deal
with the customers from various psychological attitudes and geographic boundaries. While
fulfilling the needs and demands of the customers’ human resource managers have to recruit the
employees from different backgrounds and attitudes for avoiding biasness.
This very specific study has provided to make in-depth overview about various aspects of
diversity management and strategies that Mark French has followed in order to implement
diversity management (Thomas et al., 2012). CERA as one of the most prestigious Civil
Engineering and Research Associate prevailing in Australia has decided to implement diversity
management within the recruitment and selection process. In this specific study, various
importance of implementing diversity management within an organization like CERA has
been discussed. Various challenges that CERA has faced due to the implementation of diversity
management at the work floor is evaluated in details. Along with the discussion of various

4
HUMAN RESOURCE MANAGEMENT
strategies of on diversity management followed by CERA the study has focused provided some
major recommendations as well.
2. Importance of implementing diversity management within an organization like CERA:
The human resource managers of CERA behind the implementation of diversity
management have decided that people of various geographical boundaries and attitudes should
get equal priority and response within an organization so that the business can be expanded in the
international market (Thomas, 2012). In quest of implementing cultural diversity for exchanging
thoughts and ideas, Mark French has decided to prioritize both male and female employees
within an organization for making balance. However, following are the specific reasons due to
which CERA should implement diversity management at the workplace.
Diversity management enhances the flow of business in various geographical boundaries:
In quest of business expansion as a prestigious construction brand all over the World
CERA has decided to hire the employees of various geographic boundaries as well as cultural
backgrounds. As a result, before taking any kind of decision, the organization can make
collective decision by exchanging thoughts and views of others (Sabharwal, 2014). As a result,
the employees can easily meet the needs and demands of the international customers.
Exchange thoughts and views:
People of diverse cultural backgrounds and attitudes may have psychological differences.
CERA in searching of gaining international reputation wanted to increase their range of target
market beyond going the regional area. Therefore, while maintaining the recruitment and
selection process the human resource managers of CERA tends to hire both male and female

5
HUMAN RESOURCE MANAGEMENT
employees from various age groups (Olsen & Martins, 2012). The HR managers have decided to
recruit the employees from different cultural backgrounds and attitudes because of making
collective decision for business progress.
Decreases the rate of discrimination:
It is alleged that business organizations do like to maintain discrimination on the floor
rather than focusing on skills and competency. CERA along with maintaining anti-discrimination
act within the business process has decided that both male and female employee would be
considered with equal dignity as well as respect. As a construction company, the employees of
CERA have to be very much flexible with work hour and shift. Female employees generally do
not show their interest to take the burden of night shift. In this situation, the human resource
managers intended to show their reluctant attitude in hiring female employees within the
business (Madera, 2013). However, the concept of diversity management enables the HR
managers to give equal priority and response to every single employee at the workplace.
3. Argument relating to Mark French regarding diversity management
Mark French being the CEO of CERA has realized that implementing diversity
management at the workplace is one of the most important ways based on which the organization
can gain the image of international brand. This particular company is primarily famous in the
regional market as one of the most recognizable construction brands. Mark French in quest of
reaching the market of international customers has decided to implement gender equality act. As
per the instruction of French the human resource managers should give equal priority and
response to both male and female employees (Nielsen & Nielsen, 2013). The organization like
CERA should not give enough priority on the language and communication skills of the

6
HUMAN RESOURCE MANAGEMENT
employees. By implementing an effective training and development session, the organization can
enhance the communication skill of the employees (Hoogendoorn, Oosterbeek & Van Praag,
2013). As a result, they would be able to interact with each other regarding the success of
business. Therefore, as a business person Mark French has provided some of the most
recommended ways on how to overcome the challenges of implementing diversity management
at the workplace. It is undeniable that after the implementation of this specific strategy at the
workplace business managers had to face innumerable difficulties in taking instant decision
regarding the progress of business (Martín Alcázar et al., 2013). Despite facing several
challenges, French has decided to follow diversity management within the organization for
expanding the entire process of business.
4. Challenges faced by CERA regarding diversity management
The challenges faced by CERA with respect to diversity management are given as
follows:
As stated earlier, the presence of diversity in a company is extremely important as it helps
to provide an access to wider audience and leads to increased productivity (Harvey & Allard,
2015). However, there are a certain challenges faced by CERA in this domain, which is given as
follows:
Resistance
Some of the employees who have been in the given company for a long period, resist the
diversity and the respective changes it tends to bring. These individuals are difficult to manage
and it becomes extremely challenging for the management to cooperate and make these
employees understand the importance of diversity (Martín Alcázar, Miguel Romero Fernández &

7
HUMAN RESOURCE MANAGEMENT
Sánchez Gardey, 2013). At CERA, the negative attitudes of these selected group of employees
tend to serve as a huge de-motivating factor for the employees and have a negative impact on
productivity.
Communication and Language Problems
Diversity tends to bring in various age groups, genders, religions and ethnicities together
under one roof. For CERA, these differences tend to enter the organization with different
communication styles. The communication between the various employees tends to become
extremely poor and causes misunderstandings (Madera, 2013). These misunderstandings result to
depressing office relationships. Studies reflect that office relationships tend to have a positive
impact on the productivity but problems like these have shown a negative pattern of productivity
for CERA.
Disorganization
Initially when a diverse work group entered the organization, the management was not
prepared for their welfare. This caused a bit of trouble for the new members. The employees did
not understand the norms and were often confused as to how they need to conduct themselves
(Lauring, (2013). When the management at CERA, initially implemented a diversity plan, it was
an unorganized and in the same manner, it proved to be a disaster.
Fairness
Several complaints were generated against CERA, when some of its workers complained
that they were facing unfair treatment from others. It is the duty of a manager to make sure that
the employees under him are treated with due respect . For an example, if a company like CERA

8
HUMAN RESOURCE MANAGEMENT
has a visually disabled person then they should be providing the employee with all relevant
facilities so that they feel at par with others.
Inclusion
The challenges faced by CERA with respect to diversity challenge also include the
challenge of inclusion. The diverse employees in the organization often segregate themselves
from the others because of the groupism, which exists in the organization (Cole & Salimath,
2013). They feel that they will not be accepted by them.
5. Recommendations
The suggested recommendations for the challenges faced by CERA are provided as
follows:
 Proper implementation of a diversity is an extremely important part of any organization. The
organization needs to see to it that the managers present in the organization take a active
participation and make sure that proper brainstorming sessions take place regarding diversity
management. They need to make sure that the staff is involved in the given meeting and their
inputs are taken in order to provide an environment, which is suitable for the diverse crowd.
 Assessment of diversity-The top companies in an organization need to make sure that they
continuously assess and evaluate their diversity process. Continuous assessment of the
process will help the company to understand the loopholes and that shall help the company in
understanding the key areas of improvement (Wrench, (2014).It shall also help to make the
diversity plan implementation successful.
 The resistance which exists in the company among the various employees with respect to the
other diverse employees can be ward off with inclusion. When all the employees will be

9
HUMAN RESOURCE MANAGEMENT
involved in the formulation process and in the diversity initiatives then this shall encourage
the inclusion of employees and help in solving the challenges.
 Fostering an attitude of openness in an organization-All the employees must be treated, as
they are a part of the organization. They should be continuously encouraged and allowed to
express their ideas and opinions in order to provide a sense of equality (Ashikali &
Groeneveld, 2015). This shall prove to be a revelation for others who tend to mistreat these
set of employees.
 Promoting diversity in leadership positions- There are certain leadership roles, which are
present and required in the organization. As CERA is an engineering firm it needs expertise
in almost all fields (Rice, 2015). Therefore, it is extremely necessary that the leaders are also
diverse with respect to gender, culture and other factors. This shall help the company in
making sure that diversity is ensured.
 Providing the employees diversity training- The diversity concept of the various employees
present in an organization needs to be changed considerably. They need to be provided with
adequate training so that they can become tolerate towards one another and sensitive towards
each other’s needs.
6. Conclusion
Therefore, from the given analysis it can be stated that in the 21st century, where
globalization and equality are the key concepts, diversity management can play a key role in
bringing an outside view and equality in the given workplace. Diversity management refers to
changing the employee type and structure of an organization by diversifying it and involving
active participation from various backgrounds with respect to gender, race, culture and disability.
The assignment provides the importance of implementing the concept of diversity management

10
HUMAN RESOURCE MANAGEMENT
in an organization like CERA. It can be stated that diversity management is an extreme necessity
in the company , the implementation of which will make the company a globally desirable
company. The argument with respect to the CEO, Mark French has also been provided and
elaborated in detail. However, implementing diversity is not an easy task and CERA faces a vast
number of challenges while dealing with diversity implementation and development. For this
purpose, various recommendations with respect to these challenges have been provided. Proper
implementation of these recommendations will take the company to new heights.
After making an in-depth evaluation about the arguments of Mark French regarding the
implementation of diversity management, it can be concluded that skill and talent should get first
priority within an organization. An employee should not be judged as per cultural and religious
backgrounds. In order to expand the entire process of business in multinational countries CERA
should hire the employees of various cultural backgrounds and attitudes for dealing with the
different level of the customers.

11
HUMAN RESOURCE MANAGEMENT
Reference List:
Ashikali, T., & Groeneveld, S. (2015). Diversity management in public organizations and its
effect on employees’ affective commitment: The role of transformational leadership and
the inclusiveness of the organizational culture. Review of Public Personnel
Administration, 35(2), 146-168.
Cole, B. M., & Salimath, M. S. (2013). Diversity identity management: An organizational
perspective. Journal of business ethics, 116(1), 151-161.
Harvey, C. P., & Allard, M. (2015). Understanding and managing diversity: Readings, cases, and
exercises. Pearson.
Hoogendoorn, S., Oosterbeek, H., & Van Praag, M. (2013). The impact of gender diversity on
the performance of business teams: Evidence from a field experiment. Management
Science, 59(7), 1514-1528.
Lauring, J. (2013). International diversity management: Global ideals and local
responses. British Journal of Management, 24(2), 211-224.
Madera, J. M. (2013). Best practices in diversity management in customer service organizations:
an investigation of top companies cited by Diversity Inc. Cornell Hospitality
Quarterly, 54(2), 124-135.
Madera, J. M. (2013). Best practices in diversity management in customer service organizations:
an investigation of top companies cited by Diversity Inc. Cornell Hospitality
Quarterly, 54(2), 124-135.

12
HUMAN RESOURCE MANAGEMENT
Martín Alcázar, F., Miguel Romero Fernández, P., & Sánchez Gardey, G. (2013). Workforce
diversity in strategic human resource management models: A critical review of the
literature and implications for future research. Cross Cultural Management: An
International Journal, 20(1), 39-49.
Martín Alcázar, F., Miguel Romero Fernández, P., & Sánchez Gardey, G. (2013). Workforce
diversity in strategic human resource management models: A critical review of the
literature and implications for future research. Cross Cultural Management: An
International Journal, 20(1), 39-49.
Nielsen, B. B., & Nielsen, S. (2013). Top management team nationality diversity and firm
performance: A multilevel study. Strategic Management Journal, 34(3), 373-382.
Olsen, J. E., & Martins, L. L. (2012). Understanding organizational diversity management
programs: A theoretical framework and directions for future research. Journal of
Organizational Behavior, 33(8), 1168-1187.
Rice, M. F. (2015). Diversity and public administration. ME Sharpe.
Sabharwal, M. (2014). Is diversity management sufficient? Organizational inclusion to further
performance. Public Personnel Management, 43(2), 197-217.
Thomas, K. M. (Ed.). (2012). Diversity resistance in organizations. Psychology Press.
Thomas, M., Demeulenaere, E., Dawson, J. C., Khan, A. R., Galic, N., Jouanne‐Pin, S., ... &
Goldringer, I. (2012). On‐farm dynamic management of genetic diversity: the impact of
seed diffusions and seed saving practices on a population‐variety of bread
wheat. Evolutionary applications, 5(8), 779-795.

13
HUMAN RESOURCE MANAGEMENT
Wrench, J. (2014). Diversity management. Routledge International Handbook of Diversity
Studies, 254.