Management of Workplace Diversity

This article discusses the management of cross-cultural diversity in the workplace, highlighting the benefits and challenges of diversity in organizations. It provides suggestions for improving diversity management, such as implementing communication and cultural training programs. The article also explores the inclusion of gender identity diversity and the effects of workforce diversity on employee performance. Additionally, it examines conflict management practices for diverse workplaces.

RUNNING HEAD: MANAGEMENT OF WORKPLACE DIVERSITY
MANAGEMENT OF WORKPLACE DIVERSITY
Name of the Student
Name of the University
Author Note

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Research Question:
How to manage cross-cultural diversity in the workplace?
Al-Jenaibi, B. (2017). The scope and impact of workplace diversity in the United Arab
Emirates–A preliminary study. Geografia-Malaysian Journal of Society and Space, 8(1).
This article focuses on the management of cross-cultural diversity. According to this
article, in every financial year people from varied ethnic, social as well as cultural background,
migrate to United Arab Emirates, from India, the Philippines, Australia, Indonesia and USA.
Organizations in United Arab Emirates find that the inclusion of diversity in the workforce
benefits an organization, by enriching enrich the total labor force of an organization with
creativity as well as competence. This article has also indicated to the fact that mismanagement
of the diverse workforce may create obstacles like- which include miscommunication due to
diversity in language, dysfunctional adaptation behaviors. After an analysis of the issues of the
diversity management in the various organizations of UAE, this article suggests ways to improve
the management of manage cross-cultural diversity in the workplace. According to this article,
that organizations should introduce an uniform system to manage diverse workforce which will
include communication training to the native employees, language and culture training to the
employees from diverse ethno-cultural background, training to the human resource managers as

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well as the native employees so that they are able to understand the importance of possessing a
diverse workforce and cooperate to create a work-culture facilitating the incorporation of people
from multiple cultural, ethnic backgrounds.
One of the positive factors that make the article worth reading is its adoption of multi-
method approach of statistical estimation, to delve deep into the issue of cross-cultural diversity
in the workplace. This article has conducted a survey taking 450 foreign workers or several
organizations of UAE as sample. The data collected through survey are then compared and
combined with the data received from the personal interviews of native officials of several
organizations of United Arab Emirates. After comparing and contrasting some results this article
has provided some relevant suggestions. In spite of all these, there are several drawbacks in the
statistical analysis conducted in this article. One of them is that the selection process of the
native officials for the interview is not elaborated in this article. Again, the types of organizations
from which employees are selected as sample are not discussed. These are the evidences of latent
biasness of the analysis conducted.
Ozturk, M. B., & Tatli, A. (2016). Gender identity inclusion in the workplace: broadening
diversity management research and practice through the case of transgender employees in
the UK. The International Journal of Human Resource Management, 27(8), 781-802.
This article emphasizes on the inclusion and retention of a workforce consisting of
employees from diverse cultural as well as demographic background; so that creativity,
innovation can be maintained within an organization. The qualitative data collected from the

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interview indicated to the discriminatory attitude of the management and the employees to the
workers from diverse cultural as well as demographic background which in turn may lead to
poor performance of the diverse workforce and decline the total productivity of an organization.
As the suggestion to the issues related to the management of workplace diversity, this article
emphasizes transformation of conventional thinking and training native employees and managers
about the importance of focusing on the skills of the hired people not on their gender and culture.
Further this article has reemphasized on the building up of a concrete framework to manage
gender, culture and ethnic diversity at workplace and introducing flexible human resource
policies as well as practices that focus on the accumulation and retention of talent irrespective of
the demographic and cultural background of the employees. Further this study also recommends
the implementation of penalties for the employees who tend to bully transgender employees or
employees from diverse-ethno-cultural background.
The importance of this article lies into its approach to deal with a new dimension of
managing workplace diversity. In order to identify the loopholes of the human resource
managers regarding the management of culture as well as gender identity diversity, this paper
has adopted statistical approach qualitative analysis. In this context the results of a real life
interview of 14 transgender employees from distinct cultural background, working in renowned
organizations of United Kingdom are observed. In spite of all these there are some major
loopholes in the analysis conducted in this article. One of them is lack of prudency while
selecting the sample size. Management of workplace diversity is a major issue to the large

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organizations in UK. All the aspects of the issue cannot be observed with a little smaple size
consisting of only 14 employees.
Selvaraj, P. C. (2015). The effects of work force diversity on employee performance in
Singapore organizations. International Journal of Business Administration, 6(2), 17.
This article considers the existence of cross-cultural diversity in the workplace as a
strategic capability of an organization and emphasizes on the systematic management of
workplace diversity, so that an organization can create values and survive in the competitive
environment of global economy. With the help of the case study of Singapore, this article
demonstrates, if the diversity in the workforce are not managed effectively, a workforce abound
with people from diverse ethno-cultural background, age, gender as well as ethnicity may enrich
the laborforce with creativity, skill as well as power of innovation. This article has suggested
changes in human resource policies like the adoption of policies that will encourage human
resource managers to promote diversity at the workplace, look after the adjustment problem of
the employees who are from diverse ethno-cultural background.
One of the positive contributions of this article is that this article uses statistical methods.
Facts established in this article, are evidenced by a survey conducted with the help of a self-
administered questionnaire. 316 employees working in service as well as manufacturing sectors

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of Singapore are considered as the sample size. After collecting the opinions of the 316
employees the reliability of the survey was tested through the estimation of Cronbach’s alpha.
Along with this an empirical relationship among ethnicity, age, gender as well as performance
was computed with the help of Software Package for Social Science (SPSS). In spite of all these,
this article has some drawbacks. One of them is lack of specific recommendations. This article
has suggested changes in human resource programs so that diversity in workplace can be
managed effectively, but has not mentioned about the specific changes that organizations need to
incorporate in their human resource programs.
Shaban, A. (2016). Managing and Leading a Diverse Workforce: One of the Main
Challenges in Management. Procedia-Social and Behavioral Sciences, 230, 76-84.
This article analyses the significance of managing people of different age, culture as well
as ethnic background within a team of employees. Further this study elaborates the way
managers can lead and direct the potentiality of a diverse workforce towards excellence and
perfection. In this context the importance of diversity and tolerance policies, and training to the
human resource managers are recommended in this article. Thus the role of human resource
managers to channelize diversity and accelerating the growth of an organization; is highlighted
in this article. This article also focuses on the elimination of challenges that the human resource
managers face to manage a diverse workforce and recommended the inclusion of ramification, so
that whenever any human resource managers or employees violate any rules the person has to go
through disciplinary actions.

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One of the positive factors that enhances the value of the article to the readers is the
detailed discussion on benefits and cost of diversity management with reference to the role as
well as challenges of human resource managers to manage a diverse workforce. In spite of all
these there is a major loophole in this article. This article has not employed any statistical
estimation to evidence the facts discussed.
Prause, D., & Mujtaba, B. G. (2015). Conflict management practices for diverse
workplaces. Journal of Business Studies Quarterly, 6(3), 13.
The objective of this article is to observe the conflicts that may arise while managing diversity
within a workplace. With the help of examples of renowned multinational companies this article
has demonstrated the importance of a healthy work environment in the management of the
employees from diverse ethno-cultural background. According to this article, the intolerance and
lack of acceptance in the work environment fostered by the managers and native employees of a
country, is one of the reason that induces conflicts regarding diversity management. Further this
article provides some suggestions to facilitate assimilation of the employees from diverse ethno-
cultural background, for example addressing the problems that the employees from diverse
ethno-cultural background, finding out root causes of the problems and conduct meeting or
personal interviews to know about the problems encountered by the culturally diverse workforce,
implement anti-discriminatory laws to show commitment to the culturally diverse workforce,
teach native employees to appreciate cultural differences.

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One of the positive factors that enhance the value of this article to the readers is detailed
analysis of the causes that creates hostility in the management of the employees from diverse
ethno-cultural background in the environment of workplace. In spite of all these, there are some
loopholes in the analysis conducted in this article. One of them is use of secondary data. The
analysis conducted in this article is based on the collection of secondary data from books,
newspapers as well as magazine articles and also academic journals. The issues related to the
management of workplace diversity can be best analyzed, if personal experiences of employees
from diverse ethno-cultural background are revealed, which is not possible through the use of
secondary data, as the data published in the newspapers, magazine articles and also academic
journals may be discrepant as compared to the reality. This also raises question on the reliability
of the analysis conducted in this article.

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Bibliography:
Al-Jenaibi, B. (2017). The scope and impact of workplace diversity in the United Arab
Emirates–A preliminary study. Geografia-Malaysian Journal of Society and Space, 8(1).
Ozturk, M. B., & Tatli, A. (2016). Gender identity inclusion in the workplace: broadening
diversity management research and practice through the case of transgender employees in
the UK. The International Journal of Human Resource Management, 27(8), 781-802.
Prause, D., & Mujtaba, B. G. (2015). Conflict management practices for diverse
workplaces. Journal of Business Studies Quarterly, 6(3), 13.
Selvaraj, P. C. (2015). The effects of work force diversity on employee performance in
Singapore organizations. International Journal of Business Administration, 6(2), 17.
Shaban, A. (2016). Managing and Leading a Diverse Workforce: One of the Main Challenges in
Management. Procedia-Social and Behavioral Sciences, 230, 76-84.