Critical Analysis of Ethical and Legal Dimensions of Workplace Diversity in HRM

This study aims to evaluate the relevance of ethical and legal dimensions in accommodating a culturally diverse workplace in HRM. It will provide direction on how to improve policy implementation and mitigate challenges in managing a diverse workforce.

Running Head: HUMAN RESOURCE MANAGEMENT
Topic- Critical analysis of the ethical and legal dimensions of workplace diversity in Human
Resource Management
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ABSTRACT
Diversified workforce increases workplace flexibility and also results in increased chances for
accomplishment of organizational goal. Ethics and diversity are two sides of the same coin and
legal dimension adds to increased organizational sustainability. Diversity, equality and inclusion
are incomplete without one another. In recent times a number of policies have been developed to
support inclusion and most influential among all policies are the legal and ethical policies in
regard to workplace diversity. It will provide new direction to HR practices and HR manager will
be able to accommodate diversified workforce in a more comprehensive manner. The purpose of
this study is to find the relevance of ethical and legal dimensions in accommodating a culturally
diverse workplace that ultimately helps in gaining competitive advantage and market
sustainability. It will provide direction of how effectiveness of policy implementation can be
improved and how challenges and issues can be mitigated holistically. The study will also help in
better understanding of the various areas a HR manager need to focus more that will help in
better workforce management on the part of the management in this competitive world.
Considering the process of this study the mixed method design has been used consisting both
qualitative and quantitative study. The primary data collection process is based on the both
survey and interview based data collection. In this research, online platform has been used for
survey and the semi structured interview has been used for interview method. Literature review
has been used this research as a secondary data collection method. For survey 50 ground level
employees have been surveyed in social media platform. For interview 5 managers of various
medium to large enterprises, have been interviewed. Ethical consideration of data privacy and
protection act and the willingness of the participants were the major concern of the primary data
collection process. Both descriptive and correlation statistical analysis have been used for survey
based quantitative data analysis. The thematic coding based data analysis was used for analysing
the responses of the interview.
From this research it has been found that social and racial discrimination can be even found in
the managerial level as well. Apart from that appropriate governing on the organisational
procedure irrespective of any designation related division can sustain the ethical environment in
any workplace. Moreover it has been found that diversity management policies should be
strongly incorporated within the core functionalities of Human resource management that

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includes job design and analysis, recruitment and selection, workforce planning, training and
development, performance management, compensation and benefits and other statutory and legal
aspects management in regard to employment. It has been found that ethical awareness building
through Training, enforcing stronger regulation can be helpful. Government should also take
significant part in it. From this research it has been found that Collaborative awareness approach
can be used through appropriate leadership strategy to make the employees aware of the
discrimination issue in a very integrated format. Enforcement of stronger regulation and more
strict governing policies will be very helpful. Workforce training can be also very helpful in this
case.

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TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION....................................................................................................7
1.1 Research background.............................................................................................................7
1.2 Purpose of the study...............................................................................................................7
1.3 Research objectives...............................................................................................................8
1.4 Significance of the study.......................................................................................................9
1.5 Research structure..................................................................................................................9
CHAPTER 2: LITERATURE REVIEW.......................................................................................11
2.1 Introduction..........................................................................................................................11
2.2 Theoretical support..............................................................................................................13
2.3 Issues in workplace diversity management.........................................................................14
2.4 Evaluation and review of the Ethical dimensions from the perspective of a human resource
manager......................................................................................................................................17
2.5 Gaps in legal dimensions in diverse workforce and impact on business.............................21
CHAPTER 3: RESEARCH METHODOLOGY...........................................................................24
3.1 Introduction..........................................................................................................................24
3.2 Research philosophy............................................................................................................24
3.3 Research approach...............................................................................................................25
3.4 Research design...................................................................................................................25
3.5 Process and Method of data collection................................................................................26

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3.5.1 Primary data collection.................................................................................................26
3.5.2 Secondary data collection.............................................................................................27
3.6 Population and Sampling.....................................................................................................27
3.7 Data analysis........................................................................................................................28
3.8 Ethical considerations..........................................................................................................29
3.9 Summary..............................................................................................................................30
CHAPTER 4: DATA FINDINGS AND INTERPRETATION 3000............................................31
4.1 Introduction..........................................................................................................................31
4.2 Critical analysis from Survey..............................................................................................31
4.4 Thematic analysis of interview............................................................................................34
4.4.1 Perception about diversity management:......................................................................36
4.4.2 Legal and ethical dimension.........................................................................................36
4.4.3 Challenges in diversity management............................................................................37
4.4.4 Recommendations.........................................................................................................38
4.5 Discussion............................................................................................................................39
CHAPTER 5: CONCLUSION AND RECOMMENDATIONS...................................................41
5.1 Conclusion...........................................................................................................................41
5.2 Recommendation.................................................................................................................43
5.3 Research Gap and Future Scope..........................................................................................44
APPENDICES...............................................................................................................................51

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Appendix1: Survey Questionnaires...........................................................................................51
Appendix 2: Interview Transcript 1...........................................................................................52
Appendix 3: Interview Transcript 2...........................................................................................53
Appendix 4: Interview Transcript 3...........................................................................................54
Appendix 5: Interview Transcript 4...........................................................................................54
Appendix 6: Interview Transcript 5...........................................................................................55

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CHAPTER 1: INTRODUCTION
1.1 Research background
Accomplishments, be it personal or professional should not have any colour and should be
based on diversity, equality and inclusion. Actually, diversity enriches the inbuilt company
culture. In order to win global market first and foremost, workplace need to be won. In this
regard every organization is diverse but there is need to uplift it from the bottom and promote it
by help of ethical and legal dimensional support. The workforce environment has changed
drastically over the years and now people are more reluctant to changes than before. Before
1990s the workplace was something very rigid where employees are conformed to some
standardized cultural norms like working from 9 to 5, follow formal dress codes, need to follow
manager’s directions and at the end of the year a performance review is conducted to measure
level of effectiveness of their worth. But modern-day businesses are a way more comprehensible
where work-life balance is most championed and company culture and diversity inclusion have
become an integral part and parcel of work ethics. Today’s’ workplace environment is a
reflection of blended workforce of collaborative employee participation where team performance
is valued over individual performance. Brambilla (2015), rightly defined Millennial employees
are Boomerang employees. Diversified workforce increases workplace flexibility and also results
in increased chances for accomplishment of organizational goal. Ethics and diversity are two
sides of the same coin and legal dimension adds to increased organizational sustainability. It is
mandatory that every organization have their own set of rules and regulations and have well-
defined ethical policies. Now the paradigm here is that, is ethical and legal dimensions define
diversity in workplace or workplace diversity is responsible for their changed dimensions. The
dissertation paper will try to analyze both prospects and will focus on holistic overview of
various ethical and legal dimensions and work place diversity management from the perspectives
of an HRM manager. For practical understanding of the issues and how that are sorted out the
example of the multinational beverage company Coco Cola is considered for study.
1.2 Purpose of the study
But in reality, the processes to be incorporated are not so smooth and easy. Diversity
management is a very complex term. More the increased workplace diversity more is the ethical
challenges and legal problems. That is, it is not easy for organizations to meet this paradox of

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change comprehensively. Challenges in ethical dimensions can be shifts in values, attitudes, and
behaviours. Theoretical dimensions of these challenges can be based on both organizational and
employee capabilities, social opportunities, virtue ethics, instrumental freedom and work
excellence. Equality is one of the main aims of these ethical dimensions. Considering the legal
dimensions, equal employment opportunity is what it focuses the most. Discrimination
prevention is the main objective of legal laws and policies. Generally, workplace diversity is
positioned either as a business necessity or as a fundamental issue of morality, equity and
fairness. The most recent problem is that diversity has widened up in business scenarios but
ethical and legal support is not in pace with workplace diversity. That it, upgraded polices are
there but they are not justified from workplace diversity viewpoints. Increased employee
harassments, gender discrimination at workplaces, racial superiority and inferiority basics and
other forms of workplace discrimination have forced researchers to have a deeper look into the
matter and in-spite of having a robust ethical and legal policy in organizations why
discrimination in the name of diversity is increasing day by day is also to be justified. In this
regard the paper tries to find out the various ethical and legal dimensions of workplace diversity
from the HRM perspectives in an organization.
1.3 Research objectives
The aims and objectives of the study is based on its underlying purpose of finding the
relevance of ethical and legal dimensions in accommodating a culturally diverse workplace that
ultimately helps in gaining competitive advantage and market sustainability. For better
comprehension of the study ethical and legal dimensions are separated and each is considered for
discussion individually. The final results will help in better workplace policy formulation based
on the significance of the legal and ethical dimensions. The SMART aims and objectives of the
study are as follows.
 To evaluate the legal dimensions that are required for accommodating a diverse
workforce from the perspective of a human resource manager.
 To understand the ethical dimensions of accommodating a diverse workforce from the
perspective of a human resource manager.
 To review the legislative measures prior to the accommodation of a diverse workforce.
 To review the ethical dimensions prior to the accommodation of a diverse workforce.

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 To understand the problems that a human resource manager might face while
accommodating a diverse workforce.
1.2 Research questions
The research questions are framed from the research aims and objectives and includes the
following questions to be used in the paper.
 What are the legal dimensions of workplace diversity in an organization?
 What are the ethical dimensions of workplace diversity in an organization?
 What is the importance of reviewing various ethical and legal dimensions prior to
accommodation of a diversified workforce?
 What challenges a HR manager faces while accommodating a diverse workforce?
1.4 Significance of the study
Diversity, equality and inclusion are incomplete without one another. In recent times a
number of policies have been developed to support inclusion and most influential among all
policies are the legal and ethical policies in regard to workplace diversity. It will provide new
direction to HR practices and HR manager will be able to accommodate diversified workforce in
a more comprehensive manner. The study will provide an actual scenario of legal and ethical
dimensions of workplace diversity in an organization. It will provide direction of how
effectiveness of policy implementation can be improved and how challenges and issues can be
mitigated holistically. The study will also help in better understanding of the various areas a HR
manager need to focus more that will help in better workforce management on the part of the
management in this competitive world. Moreover, it will have positive and potential impact on
the future research areas on diversity management in workplaces. Impact of diversity on global
business trends could be studied in a better manner where managing people will be more
optimal.
1.5 Research structure
The research paper is classified into several chapters and in each chapter, there are several
sub-headings. Here there are broadly five chapters namely introduction, literature review,
research methodology, data analysis and findings, conclusion and recommendations. The content

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of each chapter is provided below. This section provides an introduction, the remainder of the
chapter contents are not outlined.
The second chapter of Literature review, basically provides various theories and conceptual
framework in relation to the area of study. In this context, various legal laws and ethical policies
in regard to workplace diversity management are discussed. Various aspects of diversity
management, work environment and organization culture are explicitly discussed. Also, various
HR practices in regard to workplace discrimination, gender stereotyping, inclusiveness,
performance appraisal, affirmative action, socio-cultural issues, diversity and equality are
considered effective to support the topic of discussion. Current strategic HR practices, various
aspects of career development, work place civility, multiculturalism, work life balance,
employee flexibility, talent management, job enrichment, employee retention, employee
turnover, conflict management and employee training and development are also included in the
theoretical review areas. considering the legal dimension, the equal employment opportunity and
Civil Rights Act are emphasized the most among other laws and policies. Other areas of
theoretical consideration are type of organizations, various institutional theories, resource-based
theories, consultant approach, mainstream approach and critical approach. And finally, a
summary of all points of consideration is provided to enhance level of understanding.
The third chapter encompasses the research methodology section. In this chapter, how the
research will be conducted in consideration to all relevant tools, techniques and methods of a
typical dissertation research is defined. Here the outline and direction of methodology are set for
the research by incorporating a standard structural framework of research philosophy, research
approach, research design and methods of data collection and analysis. In addition to these the
ethical considerations and limitations of the research is also included.
The fourth chapter incorporates the various aspects of research data analysis and findings.
Here the main critical analysis of the research questions and research objectives is done and the
most effective results thus evaluated are discussed in detail to reach the final conclusion. All
survey questionnaire data collected are interpreted individually and a final summary is provided
at the end.
Fifth and final chapter includes conclusion and recommendations. This comes to the end of
the section where final conclusion is drawn to validate the main aim of the research. And if there

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is any gap in research recommendations are provided. A self-reflection in this regard provides
better justification to end results. And the paper ends with last sections of reference list and
appendices.
CHAPTER 2: LITERATURE REVIEW
2.1 Introduction
Here comes the toughest part of a research work. Everyone wonders, what actually to
include in a literature review section? If the area of consideration is vast, then the challenge of
developing an effective review section becomes tougher. There are a number of misconceptions
hovering around a literature review. Some think that it summarizes all scholarly articles used for
the research, some think that along with summarization it critically appraises the various
strengths and weaknesses of scholarly articles and some even think that it is mandatory to
provide background of the authors and also the stages of development of the article in the
literature section. Well, these misconceptions can be explained by providing the actual content
that need to be put forward in the mentioned section. According to Lu and Lin (2014) a literature
review summarizes the work of a number of authors in order to illustrate and outline the
contribution of the works in developing the topic and support its relationship with the research
area. It also evaluates the various strengths and weaknesses of various works to identify the gaps
that are to be addressed in the research work considered. In this regard, Kolk (2016) mentioned
that providing detailed information about author is usually not relevant in research, instead only
their names will serve the work. Crane and Matten (2016), precisely defined the main purpose of
a Literature review by mentioning that it sets the area of study within its wider context and
emphasis on the issue and problems encountered in the study providing the best solution to the
problem area. It is the heart of the research work and demonstrates how clear the understanding
the topic considered for research is. Developing the main body of the literature review is crucial.
Ethical and legal dimensions in a diversified workplace are vast areas of coverage and for the
ease of understanding each area of consideration is divided into two major categories namely
ethical dimensions in workplace and legal dimensions in workplace. Various aspects of
workplace diversity are discussed in detail in this section.

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Before that, a brief summary of ethical dimension, legal dimension and workplace
diversity is provided to increase level of understanding. Workplace diversity is not only about
differences but refers to similarities as well. Chel et al. (2016) provided a compact definition of
workplace diversity which states that diversity is the similarities and differences between
individuals in regard to whole aspects of one’s personality and self-identity. Workplace diversity
management is a managerial process where an environment is developed that is inclusive for all
employees irrespective of their grounds of differences. In this context, Ethical dimensions simply
are the workplace ethics or moral principles. However, there is a wide line of difference between
personal ethics and workplace ethics. Though, it is true that good individual morale helps in
boosting workplace ethics in a more robust manner. On 1994, the Institute of Business Ethics
(IBE) has defined business ethics as the application of ethical values like honesty, fairness,
equality, openness and integrity in business behavioral outcomes. It is all about how an
organization does its business. In simpler terms, ethics are the moral principles that guide the
business operations. Work ethics is a belief that hard work and diligence have higher moral
benefits and strengthens the inherent ability, value and virtue of characters and abilities of
employees. Zheng, Luo and Wang (2014), has rightly defined work ethics as a set of values
based on work importance and determination manifestation of working hard or having the desire
to work hard. Attendance and punctuality are two important aspects of good work ethics and they
can be easily accomplished and addressed as well. Goal oriented mentality is one of the
outcomes of good work ethics. Employees with proper work ethics strongly work under
principles while having robust behavioural motivation outcomes and have high quality
productivity as outputs. On the other hand, negative work ethics reflects lack of reliability,
productivity, accountability and give rise to several of unprofessional and unhealthy relationships
in the workplace like the lack of social integration and power politics. Focus on the legal
dimensions reflect one major area of consideration that is Equal Employment Opportunity. The
EEOC (Equal Employment Opportunity Commission) is responsible for legal law enforcement
in an organization. Discrimination in workplace is largely restricted by the legal laws of
workplace diversity. A number of legislations are there that promote workplace diversity such as,
Title VII Civil Rights Act (1964), Pregnancy Discrimination Act, Disabilities Act (1990), Age
Discrimination in Employment Act (1969), Equal Pay Act (1963), Civil Rights Act (1991),
Rehabilitation Act (1973) and Genetic Information Nondiscrimination Act (2008).

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2.2 Theoretical support
In order to support the objectives of the research in a systematic manner, first, the various
problems and issues faced by a human resource manager in managing diversified workforce are
discussed here. Ethical and legal aspects will be discussed afterwards to have a justified work
flow of the paper. Strength lies in differences and not in similarities, this is the underlying
importance of managing a diversified workforce. According to Pearson (2017) workplaces that
have perceived higher level of diversity have the highest level of employee engagement.
Diversity actually enriches the company culture and increase long term sustainability of the
organization. workplace diversity is the art of thinking independently together. It can be put the
other way around; teams need conflicts to function in an effective manner as conflict allows the
team to analyse different situations from diversified perspectives and provide a compact thought-
out solution in return. But maintaining workplace diversity is really a challenging job role for the
human resource department and a number of issues many crop up in diversified workforce
maintenance.
There is considerable demographic diversity in a strong climate of diversity. Furthermore, the
diversity is integrated across the organization from senior managers (e.g. senior management) to
lower levels (e.g. staff in the rankings). An important climatic determinant is the integration of
diversity across the levels. A supportive climate of diversity is likely to show diverse employees
(compared to traditional white male workers in the early mid-1900s) that, despite population
differences, their organizations are invested and their contributions are valued. In contrast,
organizations with an unsupportive climate for diversity have similar employees and do not
constantly promote efforts at diversity. It has been found that Ethical awareness building through
Training, enforcing stronger regulation can be helpful. Government should also take significant
part in it. The business case for maintaining a climate of diversity suggests that the effective
management of diversity can provide a competitive edge compared with its competitors. The
ethical climate is a psychological and organizationally similar, but distinct, form. The ethical
climate refers to an employee's perceptions of the rules, policies, values and practices of his
organization within an ethical context. Much of the ethics climate literature refers to the building
through a five-factor typeology of the climatology of tools, care, independence, law and code
ethics. From this point of view, the ethical conditions in organizations are best viewed and their
impact on workers is' ethical.' The removal from this ambiguity by a climate of ethics will

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probably lead to more job satisfaction. Moreover, a perception of an ethical climate could give
rise to a positive attitude towards work, since staff can see those ethical organisations ' positive
working environments characterized by honesty and trust.
The ethical climate is associated with different positive attitudes towards work, such as
commitment to organization and job satisfaction. The effects of this perceived climate are
explained by felt ambiguities. As well as the confidence that an organization maintains its ethical
code, official organizational policy on ethical circumstances will probably lead to a less
ambiguous treatment by employees. The removal from this ambiguity by a climate of ethics will
probably lead to more job satisfaction. Moreover, a perception of an ethical climate could give
rise to a positive attitude towards work, since staff can see those ethical organisations ' positive
working environments characterized by honesty and trust. Recent research has also linked ethical
perceptions with the intentions for turnover. Mulki et al. (2008) argued in their role-stress theory
that an ethical environment gives employees indications of an appropriate behavior that reduces
role-conflict and role ambiguity as well as subsequent emotional exhaustion and results in fewer
intentional turnover. This view is consistent with the above argument that the ethical climate is
linked to positive attitudes of employees by reducing work stressors.
2.3 Issues in workplace diversity management
The core functionalities of Human resource management include job design and analysis,
recruitment and selection, workforce planning, training and development, performance
management, compensation and benefits and other statutory and legal aspects management in
regard to employment. It may sound easy but managing a diversified workforce is really a tough
job on the part of the employer. Harjoto, Laksmana and Lee (2015) in this regard mentioned that,
we stay in an ever-changing world full of complex environmental and uncertain economies of
scale. Globalization has changed the whole mechanism of the labor market and has increased
hurdles in workforce management in recent times manifold. Some major issues that are common
in diversified workforce management are retention of the best talent that is talent management,
managing a diversified workforce, dealing with impacts of globalization, ensuring better
productivity to support increased bottom-line, dealing with resistance of change, privacy
maintenance in information sharing, maintaining work disciplines and ensuring achievement of
ultimate business goals, keeping pace with modernization and technological advancements and

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last but not the least leadership development and succession planning. Each issue is elaborated
below.
Talent retention is imperative in modern world Human Resource Management. Gone are
the days when only recruitment of good talent was enough. At present every organization has
their own Talent Management process which starts from talent hiring and recruitment and ends at
the termination of the employee. The scope of managing talent has increased over the year and
so has diversity in workforce. The employees having higher technicality and professional skills
are of higher demand in the job market and their increased productivity help the organization to
be ahead of this sharp-edge market competition.so, it is important to retain such invaluable assets
of the company. According to Barak (2016) some common approaches of talent retention in
organizations include employee development, employee engagement, reward and recognition,
health and safety coverage, flexi-work timings, work-life balance and lucrative compensation
packages.
The core aim of every business is maximization of profit and minimization of costs. Sabharwal
(2014), argued that higher the level of productivity, more successful is the business is and vice-
versa. In this regard, organizational productivity means the overall employee productivity within
the company. it is important to keep employees motivated so that they provide their highest level
of productivity. Janssens and Zanoni, (2014) rightly claimed in this regard that ensuring
increased employee productivity should be the topmost priority of an organization. Saxena
(2014) argued that in-spite of prioritizing employees, it is not always possible to achieve hundred
percent productivity level and continuous efforts may at times lead to unsatisfactory results. In
this case, a thorough situational analysis is recommended where it should be evaluated that the
resultant gap is the consequence of employee’s inefficiency or there is an issue of inadequate
resource supply of the organization. It has been found that Ethical awareness building through
Training, enforcing stronger regulation can be helpful. Government should also take significant
part in it. Barak (2016), rightly mentioned that if there is any employee inefficiency that gap
should be recovered by providing enhanced and robust training to the employee or else hiring
new staffs could be another alternative. For resource gap alternate inputs should be emphasized.
Both on-the-job and off-the-job training will result in better productivity. Motivating the
employee in this regard will act as a positive boost up in their ultimate productivity.

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Unity in diversity is the new slogan of present-day businesses. The diversity composition
of workforce has increased over the years. Diversity is not only defined by age, gender, religion,
nationality, race, custom, creed, origin, ethnicity, educational background but at present
individual nature, background and personality are also the attributes of workplace diversity.
Increased diversity in workplace has increased the degree of work harassment, discrimination
and employee exploitation. Barak (2016), opined that in order to control the unethical after-
effects of workplace diversity, equality and inclusion should be emphasized for which
formulation and implementation of stricter organizational rules and regulations is obvious.
In recent times no business is restricted to only national boundaries. The rapid pace of
globalization has increased scope of internationalization of most businesses. According to
Nkomo and Hoobler (2014) globalization is the ‘new normal’ in business operations. Mergers,
joint venture, acquisition, takeovers and collaborations are common business phenomenon.
Though internationalization is an obvious sign of success of globalized businesses but the
challenges have also increased manifold. Ozturk and Tatli (2016), mentioned that increased
challenges can be in areas of work culture, linguistic variations, culture and tradition and can
also result from different management approaches. Some effective solutions of mitigating such
problem areas include scheduling meetings, enhance communication transparency, managing
holidays, and resource outsourcing.
Increased technological advancement has increased the fear of replacement among
present-day employees. The common fear that constantly plagues their minds is the fear of
machine automation. They are therefore more inclined to resist the changes. To them any kind of
changes are more of a threat than opportunity and they fear that their job roles will soon be
replaced by automated machines. Replacement of humans by computers will be both cost
effective and time-saving. Today’s employees resist any kind of technological changes in the
organization and remains anxious considering technological advancement as a threat to their
jobs. In this regard the role of a human resource manager is immense. The employees need to be
believed that their worth in the organization cannot be ever replaced by automated machines.
The manager needs to develop strategies to assure employees of their worth and importance. The
supporting function of technological advancements should be a boom for employees not a bane

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for their job security. D'Netto et al. (2014), rightly opined that whatever advancements AI makes
the value of human mind can never be replaced by them.
Data discrepancy and cyber-threats have increased in present years. Cybercrimes and
information frauds have increased and therefore maintenance of privacy have been a challenge
for present day organizations. Riccucci (2018), opined that with increased technological
advancements the privacy and security concerns have also increased which is threatening the
safety and security of business information at large. In this regard, employees need to be well
trained so that they can combat any kind of data breach and could ensure sensitiveness of
business information. Human resource management need to be more robust to deal with such
case sensitive issues. Werhane (2019), mentioned that in this regard prevention is better than
cure and increased communication with vendors and remaining up-to-dated will help
organization recognize the challenges and provide them effective measures of confronting such
data insecurity issues. It is also true that if an organization does not adopt technological changes
there is higher chances of getting extinct in the long run. In this regard Lachman (2014), argued
that increased talent networking as well as social networking will help increasing employment
opportunities and will also help in long run sustainability of the organization.
An organization that lacks discipline lacks business success at large. Lack of discipline is
one of the key issues present-day organizations face that directly or indirectly impacts the
productivity holistically. Lack of discipline causes employees to neglect their job roles and tasks
and they can even misbehave with fellow workers. In this regard clear and concise disciplinary
policy development and implementing them will be good for both the organization and the
employees. The policies should be well articulated among all employees and neglect of any
action follow will have severe implications on their actions.
Last but not the least another major challenge is the challenge of leadership and
succession planning. Strategic initiatives are not enough to support excellent leadership in the
organization. and succession planning is directly linked to leadership, if there is gap in leadership
then succession planning also suffers greatly. Modern day leaders are much flexible to job
changes and organizational valuation is lacking in them. As a result, there is high rate of turnover
of strategic managers as well. In this regard value and ethics need to be more well organized so
that succession planning process is smooth and sustainable.

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2.4 Evaluation and review of the Ethical dimensions from the perspective of a
human resource manager
Keeping the above issues in mind this section focuses on the ethical dimensions of
workplace diversity. It is worth mentioning here that diversity management is one of the core
responsibilities of leadership and ethical cultural practices play crucial role in diversity
management. Though Mire and Owens (2014), argued that diversity in the workplace is not a
direct ethical issue, instead when diversity is not embraced it effects both team performance and
ethical culture of the organization. It is natural to assume that managerial work beliefs and
ethical behaviour vary considerably among cultural groups and the differences in ethical beliefs
are best explained with reference to cultural value differences. Werhane (2019), truly mentioned
that as the world is getting smaller, workplace diversity is becoming more prominent. Thus, it is
important to understand how to work with individuals from a varied background especially
ethical variation in order to have ultimate success for the organization. Ethical dimensions are
related to moral beliefs and value systems both for individuals and organizations. Lawrence and
Weber (2014), argued that in order to have an in-depth understanding of the various ethical
issues it is important to understand the various unethical conducts in an organization and their
immediate effects. In recent times, numerous ethical issues in large corporations are making
headlines, especially in areas of workplace discrimination and sexual harassment. They don’t
understand that these ethical lapses will cause them wider hardships and can permeate business
practices, employee relations and overall business operations. Some Global Benchmark statistics
in workplace ethics in recent year of 2018 shows that in 1 year around 30% of employees were
personally the victims of observed misconduct (Knights and Omanović 2016). But a large
number of ethical breaches are there that remained unaddressed and unreported. However, if they
are totalled, they will definitely cost a hefty amount to the organizations.
First and foremost, the one thing that comes to mind in regard to ethical dimension is
leadership. Unethical leadership is the most crucial ethical issue prevalent in an organization. In
this regard Pomeranz (2015), mentioned that having personal issues with boss is one aspect, but
reporting to a person with an unethical behaviour and low morality is another. Unethical
conducts in this regard may include manipulating numbers in the final report or can be spending
of company money in inappropriate activities. The situation can be worst in cases of bullying,
asking for or accepting inappropriate gifts from suppliers or bribery or can also be not following

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a standard organizational policy just once (Weisinger, Sowa and Word 2017). Though this
research paper is based on the perspectives of a HR Manager but there is no shame in mentioning
that managers in the organization are responsible for most of workplace misconduct and this is
the unfortunate truth of leadership authority in most organization at present.
Next comes the toxic workplace culture and in influence on workforce satisfaction. It is
to be mentioned here that the toxic workplace culture plagues a larger part of organizational
activities. Off-late there is a trend of hiring a ‘cultural-fit’ person for the organization. In this
regard Martin (2014), mentioned if the culture of the organization is already a toxic culture then
hiring a ‘cultural-fit’ individual will exacerbate with like-minded personalities and toxic
mentality peoples. And as the ultimate results, hiring a ‘culture-fit’ will become the smokescreen
for workplace discrimination which will widen up ethical issues and legal ramifications
prominently. It has been found that Ethical awareness building through Training, enforcing
stronger regulation can be helpful. Government should also take significant part in it.
Discrimination and harassment are the worst forms of ethical issues (Tritti and Schoeneborn
2017). In this regard, a number of Equal Employment Opportunity laws and orders are already in
line but are less effective in organizations or can say are not given the right importance as needed
to. A well-structured and a well-organized organization need to recruit a diverse workforce,
articulate policies and need to enforce on-time training to support an equal opportunity program.
This will help in fostering an environment that provides equal respect and treatment to all
employees irrespective of their diversities. Discrimination and harassment based on race, gender
differences, ethnicity, sex, disability and age not only cross ethical boundaries but also cross
legal lines as well. Riccucci (2018), opined that most companies try to avoid the cost of legal
connotations and are vigilant to public ramifications of discrimination and this ethical dilemma
remains suppressed where only the mentality widespread the symptoms of a toxic work culture at
large. The best way to handle such situations is to keep personal and professional value system
apart and go for alternative solutions instead.
Ethical issues may also crop up as a result of conflicting and unrealistic goals. In many
cases, companies set up goals for their employees which are unrealistic and unattainable. As a
result of this, employees and also some leaders try to reach the goal even by compromising the
ethical red flag. Such unrealistic goals spur managers to put extra and undue pressure on their

20HUMAN RESOURCE MANAGEMENT
employees and employees don’t step aback in cutting corners or even breaching ethical
guidelines to achieve those goals. Changing the viability of ethical dimension certainly paid off
and when the team fails to meet the target then for evaluation the feedback is revisited and
performance expectations are re-evaluated once again (Noe et al. 2017).
One of the latest issues that have cropped up regarding ethical work dimensions is the
questionable use of technology support system of the organization. It may seem that it is not a
big deal and is a minor blip but in reality, it is not. The improper use of technology and internet
of the company can cause a huge cost for the organization and will directly impact time
management, productivity and financial stability of the company. In this regard Ozturk and Tatli
(2016), opined that this is not only misuse of company technology but is also a misuse of the
valuable time of the company. Social media plays an immense role in decreasing the productivity
of employees and which is unethical as per organizational policies and procedures. It happens a
lot of time that an employee is using current company’s technological resources to work on some
other freelance job of another company. This is a ‘little white lie’ in terms of workplace ethics
and may result in snow-ball effect in the organization giving rise to more severe legal issues. In
this regard, behavioural changes are more significant instead of policy changes. Unless and until
the both employers and employees become responsible for their own job no guided policy can
teach them ethics and morality (Ozturk and Tatli 2016).
It is true that not all ethical breaches are as significant as to make headlines, but it is true
that nonetheless, ethical violations are wrong. Diversity in workplace is important as it makes
people from various socio-economic groups feel comfortable at their workplaces. There are
certain non-discrimination standards and breach of those enforces penalties and non-compliance
may even lead to legal issues. Work richness or literally what is called as job enrichment,
enhances as a result of workplace diversity and inclusion (Schwabenland and Tomlinson 2015).
The ethical dimensions create value shifting, attitude and behavioural changes to meet challenges
of increased diversity in workplaces. It is worth mentioning here, that a number of employees
have been victims of work place discrimination but a few have opened up specially the whistle
blowers’ fears of career jeopardization. Euphemisms in this regard may be beneficial in diluting
the severity of the unethical behavioural approach but this is not a rational decision as per human
valuation (Seing et al., 2015). But the breach may result in driving out good employees, ruined

21HUMAN RESOURCE MANAGEMENT
career opportunities or may put the company at risk. It is the work culture that is responsible for
unethical conduct and no rule can change the system if the employee’s themselves do not
change. Role of strategic managers in supporting workplace ethics and integrity is immense and
if they are not liberal enough no law can help in fostering a fair work culture. Changing the self
is most crucial here. If an employee is unable to accept or adjust to the unethical behaviour he
himself has to decide whether to condone and stay or move out.
2.5 Gaps in legal dimensions in diverse workforce and impact on business
Whenever legal dimensions come into play in workplace diversity the implication of
Equal Opportunity laws come into existence. Though diversity in workplace is a people
management issue focusing on similarities and differences of people at work but discrimination
is legislatively illegal in workplaces. The Equality Law of 2010 was developed to ensure equality
in workplace treatment irrespective of employer and employee consideration that in wider terms
provide fair work environment (Hunt, Layton and Prince 2015). The law is based on three major
aspects namely, Equality and Discrimination: understanding of the basics, Prevention of
Discrimination and Equality support and ways of tackling discrimination. Workplace diversity is
influenced greatly by company laws and regulations. To have a better understanding of the
various legal aspects of workplace diversity it is important to know the basics of equality and
discrimination under the Equality Law 2010 (Lachman 2014).
Organizations are interested in the turnover of employees and their history due to the
adverse effects on significant organizational results. Employee turnover included spending on the
exit, administrative, severance pay and recruitment of new employees on organizations. The
latter also affected organizations. More recently, Sagie et al. (2002) found the loss of 16.5% of
high-tech enterprises' pre-tax income from withdrawal actions, of which 27% are related to
turnover alone. In protecting organizations against the high costs associated with permanent
employee withdrawal, identifying ways of reducing voluntary turnover is vital in these figures.
This study uses rotational intentions as a proxy for current rotational behaviour. This is in
keeping with the conceptualisation by previous researchers of the direct link between sales
intention and sales behaviour. Employees are known to have a significant effect on their work
behaviours, their perception of the diversity climate in their workplace (Benschop et al., 2015).
This psychological climate has an impact on employee satisfaction, commitment, and

22HUMAN RESOURCE MANAGEMENT
performance. It is defined as the "level to which a company advocates just human resources
policies and socially integrates underrepresented employees." Some researchers have found that
a considerable amount of negative association between diversity climate and turnover intention
can be found due to feelings of satisfaction and identification caused by the perceptions of
climate diversity (Holck, Muhr and Villesèche 2016).
Will strong perceptions of a climate of diversity, however, always produce low turnover
intentions alone? Since the climate of diversity is only one side of the psychological climate,
would other employee feelings increase or weaken the relationship between diversity and
changing intentions? We argue that the ethical environment is a related psychological
environment, a perception of the organization's creation and maintenance of the ethical code
which could alter the proposed effect on perceptions of diversity (Riccucci 2018). Difference and
ethics are likely to be equally important and warrant simulcast research because of the similarity
between both the perceptions of employee values. It is already known that there are multiple
facets of psychological climate in the working environment, this research argues that the
alignment of these associated but distinct perceptions is necessary to achieve the best results for
employees. We argue, in other words, that the perception of an ethical climate that is key to
insuring a climate of diversity has its intended effects. Psychological climate is defined as the''
cognitive assessment of environmental attributes by an employee with regard to their acquired
importance” (Sippola 2014). Students have argued that psychological climate is related to the
intentions of employee turnover. For example, Kopelman et al. (1990) argue that many
organizational policies, including promotion, development and placement, create various
psychological environments that generate different levels of turnover between organisations. The
specific dimensions that comprise the psychological climate are little agreed.
CSR theorizes that companies have three general social responsibilities: economic, legal
and ethical to increase our understanding of the psychological climate / turning relationship.
While these responsibilities are descriptive in nature, they are seen as expectations managers
have expected to fulfil. Corporations must maximize profits or share values in order to fulfil their
economic responsibility (Berrey 2014). This can be achieved by increasing sales, avoiding
litigation, creating new jobs and improving the moral standards of employees or the image of the
corporation. The stakeholder perspective uses a CSR approach of social exchange, which

23HUMAN RESOURCE MANAGEMENT
indicates that organizations are responsible for recognizing and managing the duties and interests
of stakeholder groups (Singal 2014). Organizations therefore have the responsibility to fulfil all
their social obligations to individual stakeholders (employees, customers, the community, etc.),
with each group reciprocating, in return, organizationally valued results. Researchers have
identified values and behaviours that some staff expect organizations to fulfil to make it socially
acceptable for the organization. Examples are social equity and safety at work. Examples of
comportments include promoting fair treatment, a fair reward and wage system, promoting the
diversity of jobs for women employed, ethnic minorities, physically disabled, and promoting the
right of people to make their concerns known at work (Ashikali and Groeneveld 2015). They
also include promoting fair treatment of all employees. However, research has shown that the
achievement of these social responsibilities is seen instead of as a further effort on behalf of the
company. As such, these responsibilities will likely lead to positive results for employees that are
not linked to additional work (Wrench 2016). The intentions of the employee to work are a likely
result that does not imply an increased workload of the employee related to the individual's value
judgment of his or her organization. We argue that turnover intentions are a likely outcome,
because they are connected to fulfilment of social responsibilities and the expectations of value.
Because both climatic perceptions are necessary to fulfil the social tasks of an organization, we
believe that their repercussions on the intentions for turnover can be interactive, leading to fewer
turnover intentions than to a two-way psychological climate (Zapata-Barrero 2015).
The climate of diversity is broadly defined as the extent to which an organization
concentrates on maintaining an inclusive working environment. Several backgrounds leading to
voluntary turnover have been identified by researchers. Strong predictors of turnover were both
the commitment to the organization and job satisfaction. The psychological climate is defined as
"cognitive assessment of environmental attributes of employees in terms of the meaning and
importance they have acquired for the individual." Recent research has given a narrower
definition of the climate of diversity as "the extent to which an organization advocates fair
policies on human resources, and integrates underrepresented employees" (Harvey and Allard
2015). Personal demography, professional characteristics, structural diversity of departments,
perceptions of the department's climate of diversity, perception of the institution's commitment to
diversity and its personal experience of diversity are all factors that contribute to the positive
diversity climate (Janssens and Zanoni 2014). Diversity climatic has relationships to important

24HUMAN RESOURCE MANAGEMENT
corporate results such as work and employer feeling, job satisfaction and career 582 Robert
Stewart et al., job involvement, organizational identification, sales performance and corporate
effectiveness. McKay et al. (2007) found that there was a significant negative correlation
between the perceived climate of diversity and voluntary turnover intentions in support of DC's
relationship to turnover intentions. This relationship is explained by contractual psychology and
personal fitness theories. The removal from this ambiguity by a climate of ethics will probably
lead to more job satisfaction. Moreover, a perception of an ethical climate could give rise to a
positive attitude towards work, since staff can see those ethical organisations ' positive working
environments characterized by honesty and trust.
CHAPTER 3: RESEARCH METHODOLOGY
3.1 Introduction
The research methodology implies the process of executing the research through various
strategic procedures in order to achieve the research aims (Saunders and Bezzina 2015). The
research methodology can be also considered as the framework of the research that helps the
researchers to follow the data collection procedure for data analysis and formulating the
conclusion. Hence, the selection of appropriate research methods is essential and it also supports
the reliability and the validity aspects of the research. In this methodology section the research
philosophy, research approach, research design, data collection method, data analysis method
and ethical consideration will be discussed followed by a discussion regarding the limitations or
gap in this research.
3.2 Research philosophy
The research philosophy defines the perspective of the research. The research philosophy
also helps to identify the appropriate research design and research approach. Many research
philosophies are studied from the very early age of conceptualization in human mind. The major
research philosophies are positivism research philosophy, interpretivism research philosophy and
realism research philosophy. The Positive philosophy allows to execute the research in the
empirical perception, which further enables the research to collect and analyse data of large
sample. On the other hand, the interpretivism philosophy enables the researchers to conduct a in
depth interpretation of collected data. In an interpretivist research the amount of sources is

25HUMAN RESOURCE MANAGEMENT
limited as well as the collected and analysed information is not numeric or empirical (Katz
2015). Realism philosophy allows executing specific method of research depending on
experience of sensory organs or real experiences. According the aim and purpose of this research
which is to find the relevance of ethical and legal dimensions in accommodating a culturally
diverse workplace that ultimately helps in business growth, it can be sated that this research
needs to explore the theories of ethical and legal dimensions for culturally diverse workplace as
well as to examine the current situation in organisational environment. Hence, this research
needs to consider filed based data with numerical interpretation as well as in depth analysis of
ethical and legal dimensions in a diverse workplace along with the resultant consequences.
Considering all those aspects positivism research philosophy has been used in this research.
Positivism research allows this research to conduct more practical based study with real life
evidences.
3.3 Research approach
The research approach defines the approach of utilizing the studied data and information
in order to come up with appropriate conclusion. The research approaches can be segregated into
three categories namely inductive research approach, deductive research approach and
descriptive research approach. Inductive research approach is used to induce some new concept
to a particular field of study (Reinecke, Arnold and Palazzo 2016). Deductive research approach
helps to deduce the significance or validity of a particular concept in a particular field of study.
The descriptive study allows the research to describe a natural phenomenon and concept in order
to discuss the possible implications. The abductive approach enables the researcher to abduct a
methodological concept from another study or proposed framework (Silverman 2016).
According to the aim and purpose of this research, in this research the relevance of ethical and
legal dimensions in accommodating a culturally diverse workplace have to be research that
ultimately helps in gaining competitive advantage and market sustainability. Hence, this research
needs in depth analysis of ethical and legal dimensions in a diverse workplace along with the
resultant consequences. Therefore this research does not have to induce any particular method of
intervention. However, the purpose of this study is to deduce the relevance of ethical and legal
dimension in diversity management. Hence this research is based on deductive research
approach.

26HUMAN RESOURCE MANAGEMENT
3.4 Research design
The research design is the major conceptual phase that defines the data collection and
analysis procedures of a particular piece of research. The research design implies the step by step
research conduction procedure that includes the data collection and data analysis as well as
conclusion formulation. In other words the research design reflects the structure of the research
that could be based on two types of classifications As per the perceptual classification research
design, the research design can be exploratory, explanatory and descriptive (Eriksson and
Kovalainen 2015). The explorative research allows the researcher to explore a topic without
having any pre-assumption or hypothesis. The explanatory research enables the method of
explaining the authenticity of the proposed factor through primary and secondary evidences. The
Descriptive research design allows the researchers to describe a concept while presenting the
implications as well. According to the purpose of this research and the scope of research
conduction, this research is based on the descriptive research design (Quinlan et al. 2019).
The methodological typology divides the study design into five categories namely
experimental study, non-experimental study, longitudinal study, literature review study, cross
sectional study, observational study (Guercini 2014). However, to explore the existing
implementation of the diverse workforce management policies, the field based data collection is
required. On the other hand for the theoretical and policy based critical analysis the secondary
research is required. Hence, considering the both data collection from practical field and critical
analysis of secondary evidence, the mixed method has been chosen in this research. The design
of this research is based on the secondary data collection process for literature review as well as
the interview and survey based primary data collection process. To find the relevance of ethical
and legal dimensions in accommodating a culturally diverse workplace both qualitative and
quantitative studies have been required. Therefore, in this research the mixed method design has
been used.
3.5 Process and Method of data collection
As discussed in previous section, being a mixed design-based study both primary and
secondary data have been collected.

27HUMAN RESOURCE MANAGEMENT
3.5.1 Primary data collection
The primary data collection process is based on the interview-based data collection as
well as online survey based data collection. The survey based data collection has been conducted
on online platform through using social media. The focus of the survey is collecting data about
the experience and opinions of the ground level employees. On the other hand, the aim of the
interview is to collect in depth data from the managerial perspectives.
The survey has been conducted on a group of ground level employees of many
organisations. The purpose of the survey is to collect the information about workforce
environment in diverse workplace. Online survey has been conducted through distributing the
survey URL link within target population by social media. The work experience related
information and their opinions about management have been collected through survey.
For interview-based data collection, semi structured interview has been used. The
respondents are interviewed through face to face interview process while using an audio recorder
for evidence collection, documentation and further analysis procedures. The some of the
interview questions are based on the experience of the respondents being involved in an
organisation at a managerial position. The interview questions also incorporate the questions
about their perspective and opinions on ethical and legal aspects in diverse workforce
management. Their opinions regarding the critical evacuation of existing approaches and further
improvement potentials have been also collected. To conduct the interview the respondents were
informed previously for deciding the interview place and time, science all respondents are very
busy person because their strict and valuable professional schedules. The consents were also
taken from the respondents before conducting the interviews.
3.5.2 Secondary data collection
Collecting data from several secondary data resources such as books, articles, journals,
published reports and other researches is known as secondary data collection method (Sutton
and Austin 2015). Literature review has been used as the secondary data collection process for
this research. According to the aim and purpose of this study, this research requires the relevance
of ethical and legal dimensions in accommodating a culturally diverse workplace that ultimately
helps in gaining competitive advantage and market sustainability. Hence, this research needs in

28HUMAN RESOURCE MANAGEMENT
depth analysis of ethical and legal dimensions in a diverse workplace along with the resultant
consequences. For literature review various research articles, books, legislative documents other
resources on ethical and legal consideration in a diverse workplace have been studied. Besides,
the research collects the data regarding the practical example of diverse workforce management
and their impact on the business growth and corporate social responsibility.
3.6 Population and Sampling
Sampling is a strategy of choosing the samples for the data collection. Sampling strategy
may be a sampling of probability or non-probability. The non-probability sampling allows a
research to select participants in a systematic selection process, with different probabilities for
each participant in the pool of potential participants to be selected. For survey the probability
sampling has been used. In probability sampling, however, which is also referred to as random
sampling, participants are selected randomly from the target population (Rose, Spinks and
Canhoto 2014).
As mentioned in the data collection process the sample population for interview based
primary data collection, are 5 managers from various medium to large enterprises, who are
currently handling a diverse workforce. For this interview procedure, non probability systematic
sampling has been used to choose the respondent mangers of selected medium to large business
organisations. On the other hand, for survey random sampling has been used to choose 50
respondents in social media platform. Initially 75 survey responses were collected where 60
responses ware significantly reliable. From those 60 responses 50 responses were chosen through
random sampling.
3.7 Data analysis
Data analysis is an important part of any research that enables researchers to analyse data
to produce the final results. The techniques of data analysis can be divided into two classification
namely the qualitative data analysis and quantitative data analysis. Analysing the non numerical
data collected from either primary or secondary sources through various non-numerical
procedures are known as Qualitative data analysis. The thematic analysis, contextual analysis,
narrative analysis, concept mapping and others are some of the major examples of qualitative

29HUMAN RESOURCE MANAGEMENT
analysis method (Bell, Bryman and Harley 2018). On the other hand, the quantitative data
analysis process allows the research to analyse numerical data through various mathematical and
statistical method. However, this research collects both qualitative as well as quantitative data
from secondary and primary method. Hence, this research analysis method follows the mixed
data analysis methodology where both qualitative and quantitative data analysis methods are
used.
Both qualitative and quantitative analysis process has been used in this research. To
analyse the results of the survey the qualitative method has been. The SPSS 2.0 software has
been used for quantitative analysis of survey results. As quantitative data analysis method both
descriptive statistics and Pearson correlation test have been used. The descriptive statistics has
been used for demographic data analysis such as work experience and ethnicity. However,
correlation method has been used to find the interrelation between various attributes of personal
and professional experience and their impacts on individual perspectives.
The thematic coding based data analysis was used for analysing the responses from the
interview. The raw interview response data were coded thematically using qualitative data
analysis software named QDA miner. Then the data trends have been graphically analysed by
themes and codes. For primary data based qualitative analysis the QDA miner v3.7software has
been used. The tabular representations have been also used to present the analysis mentioning the
coding frequency with the respective themes supported by the quoted responses. Qualitative data
analysis was also used for literature review as well. The themes were selected forms emerging
concepts from most literatures and consideration of the main research's additional attributes. The
thematic qualitative analysis process allowed this data to segregate the collected information
from both primary and secondary resources while presenting it in a sequential structure.
3.8 Ethical considerations
The ethical consideration holds the significance, validity, authenticity and reliability of a
research that includes both the data collection and the data analysis process. For this research the
ethical considerations regulated the interview and the survey based data collection. The ethical
consideration of interview and survey-based primary data collection process was divided into
two sections namely the respondent’s consents and data privacy (Van Thiel 2014). To conduct
the interview as well as survey the respondents were informed previously regarding the purpose

30HUMAN RESOURCE MANAGEMENT
of this research and the significance of their responses. It has been also ensured that the collected
data and respondents’ details will only be used in this research and nowhere else. In accordance
with the data privacy and security regulation, the personal information such as name,
organisation’s name and others have not been disclosed in this research. The details interview
recording and survey report documentation have been stored in a digital storage system with
database lock that can be accessible only by authorised persons. For both interview and survey,
the process has been executed after having the consent of the participants. A consent form was
presented to the participant that describes the purpose of this research while ensuring the privacy
of their responses.
3.9 Summary
According to above discussion of the methodology this research needs in depth analysis
of ethical and legal dimensions in a diverse workplace along with the resultant consequences.
From the research philosophy it has been found positivism research philosophy has been used in
this research. At the same time, this research is based on deductive research approach. However,
the design of this research is based on the descriptive design. Considering the process of this
study the mixed method design has been used consisting both qualitative and quantitative study.
The primary data collection process is based on the both survey and interview based data
collection. In this research, online platform has been used for survey and the semi structured
interview has been used for interview method. In this research the literature review will be used
as a secondary data collection method. For survey 50 ground level employees have been
surveyed in social media platform. For interview 5 managers of various medium to large
enterprises, have been interviewed. Both descriptive and correlation statistical analysis have been
used for survey based quantitative data analysis. The thematic coding based data analysis was
used for analysing the responses of the interview. The raw interview response data were coded
thematically using QDA Miner software. To conduct the interview as well as survey the
respondents were informed previously regarding the purpose of this research and the procedure
of interview. In accordance with the data privacy and security regulation, the personal
information such as name, organisation’s name and others have not been disclosed in this
research. The used secondary data resources are completely validated through peered review
journals and ISBN publishing number for books.

31HUMAN RESOURCE MANAGEMENT

32HUMAN RESOURCE MANAGEMENT
CHAPTER 4: DATA FINDINGS AND INTERPRETATION
4.1 Introduction
In this section of both qualitative analysis of the interview sessions and quantitative
analysis of the survey responses are presented. The coding of the survey responses was based on
Likert scale 5 divisions, where Very high was referred by 5 and Very low was referred by 1.
4.2 Critical analysis from Survey
In the following section the demographical analysis has been don e through percentage
distribution method.
Socio-ethnicity Percentage Frequency
White 48%
Hispanic 28%
Black 16%
Asian 8%
Table: Demographical analysis
Source: (Created by author)
According to demographical distribution most of the participants are white and every few
participants are Asian. As per the above demographical distribution the following quantitative
data can be considered as valid and reliable. From the demographical analysis it can be also said
that due to a large number of participation from other socio-ethnic background the result can be
considered as less biased.
Descriptive Statistics
Mean Std. Deviation N
Experience 2.00 1.069 50
Racio_ethnicity 1.84 .976 50
Workplace_diversity 2.48 1.249 50

33HUMAN RESOURCE MANAGEMENT
essentiality_diversity_managem
ent 3.76 .960 50
workplace_discrimination 2.92 1.104 50
legal_enforcement 2.56 .951 50
ethical_culture 2.60 1.143 50
Priority_Training 3.04 .880 50
Priority_legal_enforcement 3.24 1.001 50
priority_leadership_awareness 3.88 .918 50
Table: Descriptive Study of the Major Variables
Source: (Created by author)
From the descriptive mean value analysis of all survey components or variables it can be
said that the mean value 2 shows that most of the participants have job experience of more than 1
year. The mean value 2.5 implies that most of the participants work in moderately diverse
workplace. The mean value 3.8 clearly shows that most of the participants acknowledge that
workplace diversity management is a very significant factor. The mean value 2.9 shows that
most of the participants have experienced or seen moderate level racial or cultural discrimination
in their workplace. The mean value 2.5 refers to that most of the participants acknowledged that
their workplaces have implemented anti-discrimination regulations moderately. The mean value
2.6 clearly indicates that most of the workplace has moderately culturally competent ethical
environment in their workplace. The mean value in the priority of training is 3, which shows that
participants moderately prioritised the training method as their ethical improvement procedure.
The mean value in the priority of legal enforcement is 3.2, which shows that participants
moderately prioritised legal enforcement as their ethical improvement procedure. The mean
value in the priority of awareness and leadership is 3.8, which shows that participants highly
prioritised awareness and leadership as their ethical improvement procedure. Among the three
priorities, participants have chosen leadership based awareness as the most effective one
followed by the legal enforcement followed by training.

34HUMAN RESOURCE MANAGEMENT
Correlations
Experie
nce
Racio_e
thnicity
Workplac
e_diversit
y
essentiality
_diversity_
managemen
t
workplac
e_discri
mination
legal_e
nforcem
ent
ethical_
culture
Priority_
Training
Priority
_legal_
enforce
ment
Experien
ce
Pearson
Correlation 1 -.196 -.122 .000 .069 -.120 -.167 .217 .305*
Sig. (2-tailed)
.174 .398 1.000 .633 .405 .246 .130 .031
N
50 50 50 50 50 50 50 50 50
Racio_et
hnicity
Pearson
Correlation -.196 1 .600** .742** .594** -.605** -.644** -.420** .082
Sig. (2-tailed)
.174 .000 .000 .000 .000 .000 .002 .572
N
50 50 50 50 50 50 50 50 50
Workpla
ce_diver
sity
Pearson
Correlation -.122 .600** 1 .711** .384** -.265 -.320* -.204 -.094
Sig. (2-tailed)
.398 .000 .000 .006 .063 .023 .156 .516
N
50 50 50 50 50 50 50 50 50
essentiali
ty_divers
ity_mana
gement
Pearson
Correlation .000 .742** .711** 1 .829** -.610** -.722** -.375** .104
Sig. (2-tailed)
1.000 .000 .000 .000 .000 .000 .007 .474
N
50 50 50 50 50 50 50 50 50
workplac
e_discri
mination
Pearson
Correlation .069 .594** .384** .829** 1 -.618** -.576** -.207 .018
Sig. (2-tailed)
.633 .000 .006 .000 .000 .000 .150 .903
N
50 50 50 50 50 50 50 50 50

35HUMAN RESOURCE MANAGEMENT
legal_enf
orcement
Pearson
Correlation -.120 -.605** -.265 -.610** -.618** 1 .849** .217 .027
Sig. (2-tailed)
.405 .000 .063 .000 .000 .000 .131 .850
N
50 50 50 50 50 50 50 50 50
ethical_c
ulture
Pearson
Correlation -.167 -.644** -.320* -.722** -.576** .849** 1 .544** -.271
Sig. (2-tailed)
.246 .000 .023 .000 .000 .000 .000 .057
N
50 50 50 50 50 50 50 50 50
Priority_
Training
Pearson
Correlation .217 -.420** -.204 -.375** -.207 .217 .544** 1 -.475**
Sig. (2-tailed)
.130 .002 .156 .007 .150 .131 .000 .000
N
50 50 50 50 50 50 50 50 50
Priority_
legal_enf
orcement
Pearson
Correlation .305* .082 -.094 .104 .018 .027 -.271 -.475** 1
Sig. (2-tailed)
.031 .572 .516 .474 .903 .850 .057 .000
N
50 50 50 50 50 50 50 50 50
priority_l
eadershi
p_aware
ness
Pearson
Correlation .250 -.432** -.198 -.358* -.251 .172 .265 .309* .121
Sig. (2-tailed)
.080 .002 .168 .011 .078 .232 .063 .029 .403
N
50 50 50 50 50 50 50 50 50
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).
Table 2: Correlation amongst variables
Source: (Created by author)

36HUMAN RESOURCE MANAGEMENT
From the correlation test it has been found there are many significant relations between
multiple variables. The experience and the legal enforcement priority has significant correlation
with the two tailed value of 0.03 and the Pearson r value of 0.3. Hence the relation is not strong,
however not negligible. Hence more experienced employees have more faith on effective legal
enforcement regarding anti-discrimination. Racio-ethnicity has significant correlation with
experiencing workplace discrimination, implemented ethical and legal dimension. Hence, white
participants have comparatively less complain about racial discrimination and Asian participants
have higher concerns. It has been found that significance of diversity management has strong
correlation with poor ethical culture in workplace.
4.4 Thematic analysis of interview
In the following table the results and frequency of thematic coding are presented for
thematic analysis. Here the cases represent the number of interviews. The category represents the
factor against which the respective response has been given. The theme has been chosen through
identifying the category of responses and their frequencies.
Category Code Count % Codes Cases % Cases
Perception about
diversity management
Diversity management
is very significant and
necessity
4 11.8% 4 80.0%
Perception about
diversity management
diversity management
is very difficult
2 5.9% 2 40.0%
Perception about
diversity management
globalisation is causing
diversity
1 2.9% 1 20.0%
Perception about
diversity management
Discrimination can
cause high employee
turnover
1 2.9% 1 20.0%

37HUMAN RESOURCE MANAGEMENT
Legal and ethical
dimension
ethical is more essential
than legal dimension
5 14.7% 3 60.0%
Legal and ethical
dimension
Legal dimension is
more essential than
ethical dimension
1 2.9% 1 20.0%
challenges in
diversity management
employees are unaware 4 11.8% 3 60.0%
challenges in
diversity management
discrimination has
become hidden and
disguised
2 5.9% 2 40.0%
challenges in
diversity management
Stereotypes in
management
3 8.8% 3 60.0%
challenges in
diversity management
lack of legal structure 1 2.9% 1 20.0%
Recommendation collaborative events can
improve the situation
2 5.9% 2 40.0%
Recommendation stronger legal
enforcement is required
3 8.8% 3 60.0%
Recommendation Training can improve
the situation
3 8.8% 3 60.0%
Recommendation Government has
significant role
2 5.9% 2 40.0%
Table: Frequency of thematic codes as per responses
Source: (Created by author)

38HUMAN RESOURCE MANAGEMENT
According to above thematic analytical table it has been found that from the 5 interviews
4 types of themes have been emerged considering the factors against which the responses were
given. There 4 themes are ‘Perception about diversity management’, ‘Legal and ethical
dimension’, ‘challenges in diversity management’ and ‘Recommendation’. In the following
section the analytical discussion has been presented based on these emerged themes.
4.4.1 Perception about diversity management:
Figure: Coding Frequency Chart for the theme ‘Perception about diversity management’
Source: (Created by author)
From the responses of the 5 managers it has been found that almost all of them
acknowledged that nowadays workplace diversity management is a very significant issue in any
organisation. Some of respondents even stated that globalisation is the major cause of increasing
diversity in any workforce. At the same time most of the managers also acknowledged that
currently managing diversity has become very difficult for any human resource management
system. One of the respondents also stated that poor workforce diversity management can even
cause higher turnover rate.

39HUMAN RESOURCE MANAGEMENT
4.4.2 Legal and ethical dimension
Figure: Coding Frequency Chart for the theme ‘Legal and ethical dimension’
Source: (Created by author)
From the responses of the 5 managers regarding ethical and legal dimension of diversity
management it has been found that most of the managers think that ethical dimension is more
essential than the legal dimension when it comes to diversity management. Some of them also
claimed that they have seen disguised discrimination in workplace even after regularity
enforcement of anti-discrimination based code of conduct.
4.4.3 Challenges in diversity management

40HUMAN RESOURCE MANAGEMENT
Figure: Coding Frequency Chart for the theme ‘Challenges in diversity management’
Source: (Created by author)
From the responses of the 5 managers regarding current challenges in diversity
management it has been found that almost all of them acknowledged that still employees are
unaware of the significance of diversity management and anti-discrimination compliance. A
manager also stated that he sometimes faced even arguments against ant-discrimination policies
in workplace. Most of the respondents also acknowledged that discrimination and stereotypes
can be found in the managerial level as well. Some of them claimed that discrimination has
become disguised under the mask of face sensitivity. Some of the respondents claimed lack of
legal structure is another major challenge.
4.4.4 Recommendations

41HUMAN RESOURCE MANAGEMENT
Figure: Coding Frequency Chart for the theme ‘Recommendations’
Source: (Created by author)
From the responses of the 5 managers regarding effective solution of diversity
management it has been found that almost all of them acknowledged that stronger legal
enforcement is required. It has been found that Ethical awareness building through Training,
enforcing stronger regulation can be helpful. Government should also take significant part in it.
At the same time they have also stated that training can improve the perception of most of the
employees. Some respondents claimed that collaborative events can help to reduce the
discrimination in a diverse workplace. At the same time, it has been also stated that government
should play a stronger role in developing cultural competent workplace holistically.
4.5 Discussion
From the data analysis as well as the literature review some major factors can be found
that can clearly portray the current situation of ethical and legal dimensions of diversity
management in most of the business organisation. The secondary study suggests that the
diversity is integrated across the organization from senior managers to lower levels staffs. It can
be also seen from the interview responses that organizations with an unsupportive climate for

42HUMAN RESOURCE MANAGEMENT
diversity have similar employees and do not constantly promote efforts at diversity. The
secondary resource and various case studies also suggest that the effective management of
diversity can provide a competitive edge compared with its competitors. At the same time, in the
interview process, almost all of them acknowledged that nowadays workplace diversity
management is a very significant issue in any organisation. Both the survey responses and
interview responses have indicated that the employee satisfaction and the turnover is highly
related with the ethical culture of workplace. In protecting organizations against the high costs
associated with permanent employee withdrawal, identifying ways of reducing voluntary
turnover is vital in these figures. This study uses rotational intentions as a proxy for current
rotational behaviour. The exclusion from this uncertainty by a climate of ethics will most likely
lead to added employee satisfaction. Furthermore, a perception of an ethical climate could give
rise to a positive attitude towards work, since staff can see those ethical organisations ' positive
working environments characterized by honesty and trust. From the literature review it has been
also proven that the removal from this ambiguity by a climate of ethics will probably lead to
more job satisfaction. In protecting organizations against the high costs associated with
permanent employee withdrawal, identifying ways of reducing voluntary turnover is vital in
these figures. Hence, the diversity management policies should be strongly incorporated within
the core functionalities of Human resource management that includes job design and analysis,
recruitment and selection, workforce planning, training and development, performance
management, compensation and benefits and other statutory and legal aspects management in
regard to employment.
Some major issues have been also emerged from the in-depth qualitative analysis which
can be considered as significantly controversial issue. A large number of managers stated that the
social and racial discrimination can be even found in the managerial level as well. A manager
clearly stated that “people are very smartly tackling their discriminatory behaviour under their
mask”. From the literature review it can be said that appropriate governing on the organisational
procedure irrespective of any designation related division can sustain the ethical environment in
any workplace. It has been also found from the literature review as well as from the primary
research that a number of Equal Employment Opportunity laws and orders are already in line but
are less effective in organizations or can say is not given the right importance as needed to. At
the same time, Discrimination and harassment based on race, gender differences, ethnicity, sex,

43HUMAN RESOURCE MANAGEMENT
disability and age not only cross ethical boundaries but also cross legal lines as well. It has been
found that Ethical awareness building through Training, enforcing stronger regulation can be
helpful. Government should also take significant part in it. It can be stated clearly that the ethical
dimensions create value shifting, attitude and behavioural changes to meet challenges of
increased diversity in workplaces. However the legal obligation is based on three major aspects
namely, Equality and Discrimination: understanding of the basics, Prevention of Discrimination
and Equality support and ways of tackling discrimination. According to the secondary data the
examples of comportments include promoting fair treatment, a fair reward and wage system,
promoting the diversity of jobs for women employed, ethnic minorities, physically disabled, and
promoting the right of people to make their concerns known at work. Henceforth, the
discrepancy within the management level regarding the unethical decision making for
employment and compensation is making the organisational foundation very weak and unstable.
Some managers even stated that legal enforcement could be only utilisable when the
management level of the organisation would ethically and legally comply with the anti-
discrimination and equity based regulation.
From the quantitative analysis it has been found that participants highly prioritised
awareness and leadership as their ethical improvement procedure. Among the three priorities,
participants have chosen leadership based awareness as the most effective one followed by the
legal enforcement followed by training. At the same time many managers also stated that only
legal enforcement cannot change the current situation. Hence, it can be interpreted that along
with governing policies and legal obligation the leaders of any organisation should take the
initiatives to improve the perception of the team members. It could also act as a holistic approach
towards diversity management. As per the qualitative analysis of the interview, some managers
claimed that collaborative events can help to reduce the discrimination in a diverse workplace.
At the same time, it has been also stated that government should play a stronger role in
developing cultural competent workplace holistically. Role of strategic managers in supporting
workplace ethics and integrity is immense and if they are not liberal enough no law can help in
fostering a fair work culture. Changing the self is most crucial here. If an employee is unable to
accept or adjust to the unethical behaviour he himself has to decide whether to condone and stay
or move out.

44HUMAN RESOURCE MANAGEMENT
CHAPTER 5: CONCLUSION AND RECOMMENDATIONS
5.1 Conclusion
From the above discussion it can be concluded that nowadays workplace diversity
management is a very significant issue in any organisation. From the above discussion some
major factors can be found that can clearly portray the current situation of ethical and legal
dimensions of diversity management in most of the business organisation. It has been found that
the legal obligation is based on three major aspects namely, Equality and Discrimination:
understanding of the basics, Prevention of Discrimination and Equality support and ways of
tackling discrimination. From this study it can be concluded that the diversity is integrated across
the organization from senior managers to lower levels staffs. The elimination from this
vagueness by a climate of ethics will almost certainly lead to additional job contentment.
Moreover, a awareness of an ethical climate could give rise to a optimistic approach towards
work, since staff can see individuals ethical organisations ' optimistic operational environment
categorized by truthfulness and conviction. It has been also found that organizations with an
unsupportive climate for diversity have similar employees and do not constantly promote efforts
at diversity. It has been found that the effective management of diversity can provide a
competitive edge compared with its competitors. From this study it has been found that
employee satisfaction and employee turnover is highly related with the ethical culture of
workplace. From this study it has been also emerged that social and racial discrimination can be
even found in the managerial level as well. According to the discussion, it can be said that
diversity management nowadays has become very essential part of any organisational operation.
Diversity management has become necessity for every workplace. It has been also found
that implementing appropriate diversity management and control could become very difficult. It
has been found that after enforcement of rules and regulations social, sexual and racial
discriminations are still present in many small to large scale organisations. Discrimination can be
also found in very strict workplace as well. From this point of view the perception and
significance of ethical culture comes. It can be also concluded that cultural development
sometimes become more effective than legal enforcement. In this case the major limitation that

45HUMAN RESOURCE MANAGEMENT
has been found is that people are still unaware about their ethical obligation. Therefore, for a
human resource manager it often becomes burden to keep the workforce ethically correct and
discrimination free. The major reason behind this situation is that most employees think it is not
important at all. A large number of employees even deny their stigmatise perception. Therefore,
the problem could be specified through stating that legal enforcement is not enough to raise
awareness. Making ethical culture through regular communication, rising awareness through
events have been found that one of the effective methods. It has been found that sometimes pure
professional approach is not enough for make change. With this regards it can be said that
globalisation of business makes the diversity management nowadays necessity for every
workplace. It has been also found that discrimination becomes much disguised making finding it
very difficult. It is the time to change the perception and practice of any business industry
holistically. It can be also claimed that ethics could be corrected with strict implementation of
Rules and regulations. Legal dimension should more strong across the nation. To some extent it
is also true that regulation builds the ethics within people. However the problem is, people are
very smartly tackling their discriminatory behaviour under their mask. Not only in ground level
workforce, stereotypes can be found in managerial person as well.
The research also found that number of Equal Employment Opportunity laws and orders
are less effective in organizations or is not given the right importance as needed to. In protecting
organizations against the high costs associated with permanent employee withdrawal, identifying
ways of reducing voluntary turnover is vital in these figures. This study uses rotational intentions
as a proxy for current rotational behaviour. At the same time, Discrimination and harassment
based on race, gender differences, ethnicity, sex, disability and age not only cross ethical
boundaries but also cross legal lines as well. It can be stated clearly that the ethical dimensions
create value shifting, attitude and behavioural changes to meet challenges of increased diversity
in workplaces. It has been also found that the discrepancy within the management level
regarding the unethical decision making for employment and compensation is making the
organisational foundation very weak and unstable. From this research it has been also found that
the role of strategic managers in supporting workplace ethics and integrity is immense. The
removal from this ambiguity by a climate of ethics will probably lead to more job satisfaction.
Moreover, a perception of an ethical climate could give rise to a positive attitude towards work,
since staff can see those ethical organisations ' positive working environments characterized by

46HUMAN RESOURCE MANAGEMENT
honesty and trust. It has been found that Ethical awareness building through Training, enforcing
stronger regulation can be helpful. Government should also take significant part in it. It has been
also found that diversity management becomes a controversial factor nowadays. After much
legal enforcement, breaches of ant-discrimination low can be seen. Therefore it can be concluded
that the government should take this matter more seriously. At the same time almost all
organisations need holistic improvement of perception from social level to professional level.
5.2 Recommendation
From the above discussion and the theoretical analysis some recommendations could be
made to improve the current situation and to lead the workforce environment to culturally
competent environment.
Collaborative awareness approach can be used through appropriate leadership strategy to
make the employees aware of the discrimination issue in a very integrated format. Hence, both
leaders and managers could engage the employees in various collaborative events where the
mutual respect about each other can be promoted. Sports event, joint project development,
recreational activities could be very helpful in this regards. Day to day collaborative work and
friendly interaction can make a diverse workplace more sustainable and cooperative.
Enforcement of stronger regulation and more strict governing policies will be very
helpful. An independent governing and inspection system and strict regulatory control can
abolish the unethical culture from the managerial level of any organisation as well. The
regulations and punishments should be equal for all level of the organisational structure,
irrespective of the responsibility, designations and others. At the same time an inspection or audit
procedure is also required to make sure that the governing authority of any business organisation
is free of stigmatised biasness and any kind of discrimination.
Workforce training can be also very helpful in this case. Through training based
workforce development an organisation can change the perspective of their ground level
employees. The training procedure should be implemented both for existing and new employees
of the respective organisation. The components of the training should be developed in a way that
can create enough awareness within the workforce regarding the ethical and legal consequences

47HUMAN RESOURCE MANAGEMENT
of discrimination. They should also be trained about the complain making process through which
they can understand what would be needed in case of any discrimination in workplace.
It is very essential to create an active platform for promoting fair treatment, a fair reward
and wage system, promoting the diversity of jobs for women employed, ethnic minorities,
physically disabled, and promoting the right of people to make their concerns known at work.
Role of strategic managers is also very significant in this case. The strategic implementation of
human resource management should support workplace ethics and integrity. They should also
remember that if they are not liberal enough no law can help in fostering a fair work culture.
They should also take care of changing the perception of every employee. This message needs to
be conveyed that If an employee is unable to accept or adjust to the unethical behaviour he
himself has to decide whether to condone and stay or move out.
5.3 Research Gap and Future Scope
This research have utilised both the qualitative and qualitative data collecting from both
primary and secondary resources. On the other hand, many new information and perspective
have also emerged from the results along with the core objectives of the research. However,
there are certain limitations in this research as well. The major limitation of this research is that it
is unable to collect ethical and legal dimension related data from industry specific resource.
Hence, the result and interpretation of this research cannot be considered as valid for all
industries. Along with that the research was conducted on very limited number of participants.
The data could be more reliable if more participants could be recruited in the data collection
process. The literature review which has been conducted in thematic analysis could be more
reliable and viable it would have conducted through systematic analysis.
To overcome these identified limitations of this research, in future some alternative
processes can be followed. In future research systematic literature review can be done
considering some inclusion and some exclusion criteria. On the other hand, in future research
industry specific survey could be conducted in order to have more specific and implacable data.
Additionally, the sample size of the interview and the survey could be enlarged to get more
unbiased and reliable findings. Apart from that, in future research case study analysis as well as
observational study could be incorporated to ensure more feasible interpretation of the results.

48HUMAN RESOURCE MANAGEMENT
Furthermore, in next research the reliability analysis could be done through Cronbach alpha test
that will increase the reliability of the conclusion.

49HUMAN RESOURCE MANAGEMENT
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APPENDICES
Appendix1: Survey Questionnaires
Questions Option Response
Q1 Work experience 1) less than 1 year
2) 1 to 5 years
3) 5 to 10 years
4) More than 10 years
Q2 Your racio-ethnicity 1) White
2) Hispanic
3) Asian
4) Black
Q3 How much diverse workplace are you working in 1) Very low
2) Low
3) Moderate
4) High
5) Very high
Q4 How essential is legal and ethical diversity
management in an organisation
1) Very low
2) Low
3) Moderate
4) High
5) Very high
Q5 How much racial discrimination culture does your
workplace have?
1) Very low
2) Low
3) Moderate
4) High
5) Very high
Q6 How strong the legal enforcement in your workplace
regarding anti-discrimination
1) Very low
2) Low
3) Moderate
4) High
5) Very high

55HUMAN RESOURCE MANAGEMENT
Q7 How ethical culture of your workplace works against
discrimination
1) Very low
2) Low
3) Moderate
4) High
5) Very high
Significance of following actions to ensure ethical
workplace culture:
Q8 Training 1) Very low
2) Low
3) Moderate
4) High
5) Very high
Q9 Strengthen legal enforcement 1) Very low
2) Low
3) Moderate
4) High
5) Very high
Q1
0
Collective awareness through leadership 1) Very low
2) Low
3) Moderate
4) High
5) Very high
Appendix 2: Interview Transcript 1
Manager 1
Q1 What is your perception about diversity management and its significance?
An
s
As per my experience, diversity management nowadays has become very essential part of any
organisational operation. It rather has become necessity for every workplace. But personally I felt
that implementing appropriate diversity management and control could become very difficult. As
much our organisation is concerned, we are trying our best and at the same time, past few years I
have seen very minimum discrimination, in my office.
Q2 What is your opinion about legal and ethical dimensions?

56HUMAN RESOURCE MANAGEMENT
An
s
Rules and regulations are always there, but how much those are being implemented in the question.
I have seen discrimination in very strict workplace as well. Here comes the significance of ethical
culture. I think ethical cultural development sometimes become more effective than legal
enforcement.
Q3 What challenges does management face while developing and sustaining diversity management?
An
s
Frankly speaking, people are still unaware about their ethical obligation. So, as human resource
manager it often becomes burden to keep the workforce ethically correct and discrimination free. If
I have to point out any particular challenge, I would say that most employees think it is not
important at all. A large number of employees denies their stigmatise perception.
Q4 What could be done to make it more effective?
An
s
Look, the problem is clear; legal enforcement is not enough to raise awareness. What we can do is
that making ethical culture through regular communication, rising awareness through events. I
think sometimes pure professional approach is not enough for make change.
Appendix 3: Interview Transcript 2
Manager 2
Q1 What is your perception about diversity management and its significance?
An
s
We all know that globalisation of business makes the diversity management nowadays necessity
for every workplace. We cannot ignore that people still has discriminating behaviour. Sometimes
the discrimination becomes much disguised making finding it very difficult. It is the time I think to
change our perception and practice.
Q2 What is your opinion about legal and ethical dimensions?
An
s
I think Ethics could be corrected with strict implementation of Rules and regulations. You can see
how much foreign workers are still facing discriminatory behaviour or judgement. Legal dimension
is very weak in our country. In my opinion, regulation builds the ethics within people.
Q3 What challenges does management face while developing and sustaining diversity management?
An
s
Nowadays, people are very smartly tackling their discriminatory behaviour under their mask. Not
only in ground level workforce, I have seen stereotypes in managerial person as well. When

57HUMAN RESOURCE MANAGEMENT
management is disputed, then how could we expect ethical improvement in workforce?
Legitimacy, that we need now.
Q4 What could be done to make diverse workforce more effective?
An
s
Strong legal enforcement through strict code of conducts, which should be applied to all level of
workforce.
Appendix 4: Interview Transcript 3
Manager 3
Q1 What is your perception about diversity management and its significance?
An
s
Diversity management I think becomes pretty controversial factor nowadays. After so many legal
enforcement, I have seen breaches of ant-discrimination low. We need to do take it more seriously.
I think we need holistic improvement of perception from social level to professional level. There is
no doubt about its significance, the question is what would be the procedure.
Q2 What is your opinion about legal and ethical dimensions?
An
s
Legal dimensions are clear and effectively enforced, but we are not ethically corruption free, when
it comes to cultural competency. I think legal compliance is not always helpful, when it comes to
regular basis workplace environment. Legal regulations are for major issues, but what about those
issues which cannot be indentified easily and people from different origins are fighting with it
every day.
Q3 What challenges does management face while developing and sustaining diversity management?
An
s
Poor work ethics is the most essential challenge that is spread out from ground level to upper
management level as well.
Q4 What could be done to make diverse workforce more effective?
An
s
Ethical awareness building, that we need currently. Training, event based awareness development,
collaborative approach could be used.

58HUMAN RESOURCE MANAGEMENT
Appendix 5: Interview Transcript 4
Manager 4
Q1 What is your perception about diversity management and its significance?
An
s
Diversity has become most critical factor to manage, where the diversity of any workforce is
increasing day by day. There is no doubt about its importance. But, the point is what procedure we
have taken to improve the situation.
Q2 What is your opinion about legal and ethical dimensions?
An
s
We all knows that, government has so much to do regarding diverse workplace management
regulation. Currently, we don’t have handful of rules to implement. Ethical and legal both pillar
should be developed by the government as well as organisational management.
Q3 What challenges does management face while developing and sustaining diversity management?
An
s
Workplace culture is a very important think that needs very strategic implementation of codes of
conduct. Sometime peoples are arguing about the anti-discrimination regulation. Most of our
workplace lacks proper focus due to lack of perception about how devastating this discrepancy can
be for a business.
Q4 What could be done to make diverse workforce more effective?
An
s
Ethical awareness building through Training, enforcing stronger regulation can be helpful.
Government should also take significant part in it.
Appendix 6: Interview Transcript 5
Manager 5
Q1 What is your perception about diversity management and its significance?
An
s
When I was a ground level employee, I experienced and even seen serious discrimination in
workplace. I think, it is the issue that can even make a business bankrupt in the era of globalisation.
As a manager I have seen extreme turnover rate due to poor cultural competency in workplace.
Q2 What is your opinion about legal and ethical dimensions?
An Legal dimension is offcourse essential, but it will take time to have benefit out of it. I think ethical

59HUMAN RESOURCE MANAGEMENT
s perspective is more essential than legal implementation. We have to be more sensitive regarding
this discrimination issue. Unless we are aware of the problem, legal implementation can nor make
much difference.
Q3 What challenges does management face while developing and sustaining diversity management?
An
s
people are very smartly tackling their discriminatory behaviour under their mask. Not only in
ground level workforce, I have seen stereotypes in managerial person as well. When management
is disputed, we cannot expect ethical improvement in workforce.
Q4 What could be done to make diverse workforce more effective?
An
s
Ethical awareness building through Training, enforcing stronger regulation can be helpful.
Government should also take significant part in it.