Organisational Behavior and Management Assignment 2022

Running head: ORGANISATIONAL BEHAVIOUR AND MANAGEMENT
ORGANISATIONAL BEHAVIOUR AND MANAGEMENT
Name of the Student:
Name of the University:
Author note:

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ORGANISATIONAL BEHAVIOUR AND MANAGEMENT
Introduction
Diversity is an occurrence that is gradually expressing itself in globalized culture, thus
being observable in numerous domains of human activity and further in labour market and work
groups (Saxena, 2014). Extensively increasing globalization of the world has increased factors,
which tend to cause elevating heterogeneity in the labour market. Drawing relevance to these
factors, profit and non-profit organizations require obtaining greater degree of diversification in
order to sustain its competitiveness in the market. According to Soldan and Nankervis (2014),
maximising and taking advantage of workplace diversity is considered as vital issue for
supervision. While, workplace diversity offers exceptional avenues for individuals, teams and
business enterprises, this growing phenomenon also tends to present wide range of challenges.
However, as managing diversity is noteworthy as organizational challenge, decision-making
capacities must be adapted by contemporary managers in order to put up multicultural work
setting (McCalman, Jongen & Bainbridge, 2017). The thesis statement of essay is “negative
attitudes in workplace are critical obstacles to diversity management as they tend to pose impact
on working associations and damage morale as well as work productivity.’
Literature Review
Challenge of Managing Diversity and Equality in the Workplace
Effectual diversity management in organizations necessitate principles, which is
comprehensive of work environment, which further cultivates team performance, involvement as
well as cohesiveness (Soldan & Nankervis, 2014). However, the problem concerning diversity
management and requirement of legal regulations to report the issues is imperative as
organizations, which comprise of comprehensively documented policies for recruitments are

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found to constitute greater rates of women in administration. Sharma (2016) in her studies found
that diversity management in organizations vary as per demographic factors along with ethnicity
and culture. Furthermore, she drew insights from former studies, which claimed that
multiculturalism has been imperative element in Western nations which includes EU nations
while on the other hand, cultural inequality has been apparent in predominant area of concern in
the USA and South Africa. In addition to this, previous studies have established that gender
diversity elevated effective team developments whereas ethnic diversity subdued them. Thus,
considering studies of previous scholars, there can be identified need for cultural and diversity
audit, even though it might fail to lessen level of discernment amongst racial groups.
Nonetheless, cultural and diversity assessment significantly contributes to decrease of gender-
based discrimination. Drawing relevance to these factors, Sharma (2016) has drawn insights
from survey where around 41% African-American women engaged in managerial positions
expressed issues of organizational politics where female staffs require outperforming men only
to avoid any form of prejudice in performance appraisal. Additionally, due to these factors,
several organizations have been experiencing higher turnover rate when female staffs viewed
that their performance scores have been manipulated owing to personal bias of raters as well as
their personal strategy to penalize subordinates. Thus, it has been asserted that regular
discrimination which often given rise to ethnic partiality serves crucial role in the effective
management of equality as well as diversity in organization.
Mayes and Pini (2014) have drawn similar insights in their studies that regardless of the
continual flourishing conditions in the Australian mining sector, women still are positioned at an
under-represented position in the sector. Extensive array of literature provides evidence stating
that whether or not accessibility to employment in high-waged sector is advantageous for women

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rather than equal opportunity that is seen as an issue or result of significance. Furthermore,
authors claimed that industry discussion sheds light on multiplicity to the elimination of
‘equality’ as it is a term rarely applied in recent times. Although authors cited example of
business case in which women are relegated and considered into wide-ranging facets of an
‘equitable’, mainly male labour force (Mayes & Pini, 2014). Moreover, engaging women in
‘non-traditional’ characters is unswervingly associated to decline in overindulgences of
workplace agitation and developments in organizational facilities as well as elevated morale and
commitment. Consequently, women have been given importance in lieu of the conventional
gendered profits, which they are alleged to offer for male employees. In addition to this, such
prominence on women’s civilizing effect has extended history in Australia as well as in the
mining sector. Soldan and Nankervis (2014) have cited example of the major mine site situated
in Australia with an aim to hire women along with men in 1977 based on the recommendation of
industrial relations proficient who demanded proper solidity of the workforce and decrease of
violence against women. In the view of authors, public record management with answer of
gender equality in industry is utilized for various political outcomes, which includes warding off
criticism and regulatory intervention. Furthermore, authors have noted in their study that
Minerals Council of Australia (MCA) incorporated the 2007 report in order to argue for mining
industry’s right of addressing issues with gender equality. It revealed that the Bill’s requirement
in support of elevated reporting and minimum standards regarding gender equality will tend to
entail an objectionable and redundant regulatory burden’ considering programs of companies
aiding and increasing impartiality and diversity in their workplaces.
Issues of Diversity Management for Skilled Migrants

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The diversity management discourse proclaims that essential role of top management in
business organizations relies on showing commitment; assistance and upholding diversity by
implementing active strategies in enhance interactions between employees belonging to diverse
cultural backgrounds. Rajendran, Farquharson and Hewege (2017) have drawn insights from
previous scholars who speculated that global migration usually necessitate an occupational
transformation as well as downward occupational mobility because of deficiency of absolute
transferability of language, job-centric abilities and labour market knowledge especially in the
short period. At this juncture, it has been argued that migrants would subsequently encounter
elevated occupational stability. Such U-shaped pattern of occupational variation shows
propensity to fluctuate as per the competence, which migrants exhibit in their host nation. On the
other hand, it has been argued that this U-shaped pattern of industrial mobility tends to be more
complex for nations, which have labour market structures identical like that of Australia in
comparison to other migrants (McCalman, Jongen & Bainbridge, 2017). Furthermore, for
refugees from non-English-speaking families or from nations with reduced growth levels and
contradictory labour market organizations show a propensity to practice countless challenges
which rising occupational movement over the similar age in Australia.
On the contrary, Soldan and Nankervis (2014) claimed that in relation to recruitment,
Workplace Diversity Plan (WDP) posits that number of organizations encourages and accepts
application from people facing disabilities or belong to varied ethnic circumstances, mature-aged
individuals and people with Aboriginal upbringings for job positions. These agencies further
utilizes array of media sources in order to endorse its work as well as job opportunities for
individuals from diverse racial backgrounds for example, yearly university career days. Its
dedication to diversity management is promoted in all job application kits as well as promotion

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activities. Positions are further marketed via range of media, which includes newspapers, internet
in order to guarantee that individuals from diverse backgrounds are informed.
In contrast, skilled migrants are expected to know English language proficiencies in
addition to job-related abilities and previous work experiences. However, impediments to
workplace assimilation involve restricted limited experience along with absence of practical
exposure to Australian organizations. Rajendran, Farquharson and Hewege (2017) draw insights
from studies of other scholars and highlight two exceptional factors bonding that is association
between family members and friends and bridging that implies to accepting individuals
belonging to diverse ethnic backgrounds and being inclusive. In the view of authors, these two
factors result to affirmative impacts on cooperation, commitment and mutual support or on the
other hand to exhibit less affirmative acts of ethnocentrism. Migrants significantly rely on social
principal in order to lessen the expenses involved in their challenges in order to make their home
in a new nation. The role of social capital in social assimilation focuses on the establishment of
linkages both within and external to individuals’ own racial populace.
On the other hand, cultural diversity in recent times has increased in nations like
Australia, Canada and New Zealand with projections forecasting continual diversification. In the
view of authors, Indigenous and other cultural as well as minority individuals, specifically those
with little English ability share lower level of health as well as life expectations in comparison to
major proportion of populace (Meyers & Vallas, 2016). Furthermore, at regional as well as local
altitudes, healthcare organisations such as hospitals and primary healthcare facilities are
progressively recognising ethnic competency as an organisational policy in order to report the
requirements of different clientele.

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Conclusion
Therefore, from the above discussion, it can be noted that contemporary organizations
can offer cultural reviews in order to guarantee diversity management within the workplace,
which would be effective to offer competitive benefit. Organizations can deliver training
platforms to guarantee proper training and induction for minorities and women at par with other
employees. Furthermore, organizations must focus on organizational as well as wide-ranging
social gender disparity. In the development, the gender ‘equality’ for which women is supposed
to take accountability is primarily reduced. In addition to this, flexible tactic for minority women
is essentially imperative since women must manage additional ethnic, community or religious
demands. Moreover, the establishment of diversified workplace culture with dedicated approach
from top management will definitely shape responsiveness of intercultural understanding.

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References
Arellano, K. (2015). 4/7–The generational shift in the workplace are we ready. Integral
Leadersh. Rev, 144-153.
Cletus, H. E., Mahmood, N. A., Umar, A., & Ibrahim, A. D. (2018). Prospects and Challenges of
Workplace Diversity in Modern Day Organizations: A Critical Review. HOLISTICA–
Journal of Business and Public Administration, 9(2), 35-52.
Herring, C., & Henderson, L. (2014). Diversity in organizations: A critical examination.
Routledge.
Kiser, A. I. (2015). Workplace and leadership perceptions between men and women. Gender in
Management: An International Journal, 30(8), 598-612.
Mayes, R., & Pini, B. (2014). The Australian mining industry and the ideal mining woman:
Mobilizing a public business case for gender equality. Journal of Industrial
Relations, 56(4), 527-546.
McCalman, J., Jongen, C., & Bainbridge, R. (2017). Organisational systems’ approaches to
improving cultural competence in healthcare: a systematic scoping review of the
literature. International journal for equity in health, 16(1), 78.
Meyers, J. S., & Vallas, S. P. (2016). Diversity regimes in worker cooperatives: workplace
inequality under conditions of worker control. The Sociological Quarterly, 57(1), 98-128.
Murmu, N. (2014). Cultural diversity in global workforce: Issues and challenges. Review of
HRM, 3, 67.

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Rajendran, D., Farquharson, K., & Hewege, C. (2017). Workplace integration: the lived
experiences of highly skilled migrants in Australia. Equality, Diversity and Inclusion: An
International Journal, 36(5), 437-456.
Saxena, A. (2014). Workforce diversity: A key to improve productivity. Procedia Economics
and Finance, 11, 76-85.
Sharma, A. (2016). Managing diversity and equality in the workplace. Cogent Business &
Management, 3(1), 1212682.
Soldan, Z., & Nankervis, A. (2014). Employee perceptions of the effectiveness of diversity
management in the Australian public service: Rhetoric and reality. Public Personnel
Management, 43(4), 543-564.