Business Communication and Workplace Diversity Management Research 2022

Running Head:BUSINESS COMMUNICATION
BUSINESS COMMUNICATION
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Assignment 1A
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), 1-
14.
Al-Jenaibi tried to put focus on the workplace diversity practices in the UAE context. The
article tries to find out the measures to manage workplace diversity in workplace. Having high
immigration rate increased the relevancy of diverse workplace in UAE. However, in course of
maintaining an effective diversity practice intercultural communication plays a significant role.
The research points out that due to the advent of globalization establishes a global hub and for
sharing ideas and vision it becomes so important for the organizations to get accustomed with
diverse language, customs and ethnic background. For getting a clear insights into the
organizational practice in UAE, the researcher tries to take a huge data sample of 450 foreign
workers of UAE. Both the qualitative and quantitative researches had been conducted and the
outcome confirmed that UAE had a favorable environment for diverse workplace practice.
However, language barrier has to be resolved in order to bring efficacy into the diverse
organizational practice.
Davis, P. J., Frolova, Y., & Callahan, W. (2016). Workplace diversity management in
Australia: what do managers think and what are organisations doing?. Equality, Diversity
and Inclusion: An International Journal, 35(2), 81-98.
The research of Davis, Frolovaand Callahan analyzed the workplace diversity
management practice in the context of Australia. The research primarily focused on the managers
and their responses and understanding towards facilitating an extensive practice of workforce

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diversity management. In response to this, DurraniandRajagopal (2016) opined that it
isimportant for the managers to facilitate an effective diversity practice within the organization
so that the intercultural communications can be set properly. This research also tried to deliver
the same proposition by stating that the managers and the HRM department are responsible to
procure organizational diversity. In this regard, an issue can be identified in terms of
understanding the efficacy of workplace diversity. The research tried to prescribe the importance
of workplace diversity management as a strategic framework of establishing organizational
diversity. Lack of understanding of the feasibility and viability of the workplace diversity
management framework create huge problem for the business companies to follow and
implement the diversity management practice to a great extent.
Guillaume, Y. R., Dawson, J. F., Otaye‐Ebede, L., Woods, S. A., & West, M. A. (2017).
Harnessing demographic differences in organizations: What moderates the effects of
workplace diversity?. Journal of Organizational Behavior, 38(2), 276-303.
The article of Guillaume et al. (2017) dealt with the practice of establishing a unique link
between the organizational approaches and demographic differences. Relational demography is
the core concept that the research followed. Therefore, considering the top management as the
core focus group, this research referred to two broad set of outcomes in terms of the social
integration variables and the performance related variables. As a matter of fact, it can be stated
that both the variables are interlinked each other and supplements in a unique manner so that it
will provide a beneficial approach for the development and progress of the companies. In this
regard, the Categorization Elaboration Model (CEM) was discussed in this article that
corroborated the fact that the role of individual level process, discussion and integration of
information and perspectives. As a result of that the practice of diversity in organization can be

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set effectively. From the point of view of Lambert (2016) it can be argued that the demographic
characteristics are considered to be one of the important aspect that the business companies
should focus on in order to establish effective business practice. Therefore, Guillaume et al.
(2017) also tried to emphasis on the demographic aspects that facilitated an effective measure for
the practical implementation of the CEM framework.
Kiser, A. I. (2015). Workplace and leadership perceptions between men and
women. Gender in Management: An International Journal, 30(8), 598-612.
The article of Kiser (2015) intended to find out the relationship between workplace
diversity and the leadership perception from the context of gender differences. As a matter of
fact, it was also incorporated into the research to find out the different types of attitude that male
and female employees were practiced in order to deal with organizational issues. This research is
highly significant in the context of perceiving in-depth understanding of the decision making in
corporate enterprises based on gender difference. The world values survey had been taken for
generating research data with a sample size of 1,070 males and 1139 females. As a part of the
organizational diversity, leadership plays a pivotal role to manage diversity in workplace by
respecting and concerning about the diverse workforce. In response to this, the research of Kiser
(2015) delivered a brief but accurate notion of the gender perception in workplace as a part of the
organizational diversity practice.
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.
The research of MeyersandVallas (2016) advocated that workplace equality depended on
two major perception in terms of the employee participation and diversity management. Equal

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participation of the employees means they are able to participate in the decision making practice
of the organization irrespective of their gender, culture, religion or ethnicity. Besides this, the
diversity management is the process to set control and proper monitoring practice over the role
of the organizational workplace practice. Based on this two facts, it can be stated that the role of
the organization is to facilitate an effective diversity practice within workplace so that the
organizational performance can be developed effectively. In this regard. The research tried to
analyze the context from a social justice approach to work where the capitalist workplace should
believe in reduce the discriminatory and derogatory workplace environment. Moreover, integrity
among the employees is also essential. However, the problem bestows in the process of meeting
the individual aspirations. Therefore, an equal expectation with homogeneous interests has to be
injected into the mind of the employees.
Triana, M. D. C., Jayasinghe, M., & Pieper, J. R. (2015). Perceived workplace racial
discrimination and its correlates: A meta‐analysis. Journal of Organizational
Behavior, 36(4), 491-513.
Racial discrimination in organization is identified as one of the important risk factors that
can jeopardize the entire diversity framework that the business companies are generally
followed. In this context, Triana, Jayasinghe and Pieper pointed out the interactional model of
cultural diversity as an important tool to reduce the workplace discrimination. The research tried
to opt for a meta-analysis with the help of 79 published and unpublished studies in order to get a
clear insights into the mind of the employees. From the article, it is derived that the practice of
racism in workplace can influence the job attitudes, physical health, organizational citizenship
behavior and the diversity climate negatively. The legal framework and the ethical consideration
has a close relationship with the racial discrimination in workplace and it is important for the

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business companies to reconsider and maintain properly. This meta-analysis also set its focal
point on the risks of diversity management within organization and corroborated the fact that the
management had to have enough knowledge regarding workplace diversity.
Boehm, S. A., &Dwertmann, D. J. (2015). Forging a single-edged sword: Facilitating
positive age and disability diversity effects in the workplace through leadership, positive
climates, and HR practices. Work, Aging and Retirement, 1(1), 41-63.
The research of BoehmandDwertmann (2015) highlighted the demographic diversity in
as one of the major workforce trend in the current diversity management practice. However, due
to lack of understanding related to the impact of diversity it is obvious that the conflicting
interests can be erected. In response to this, the article was willing to generate different
dimensions of constructing diversity in workplace. The article particularly focused on the age
and disability heterogeneity. Moreover, three types of moderators are also addressed in terms of
leadership behavior, organizational climates and the human resource practices. Henceforth, De
Meulenaere, BooneandBuyl (2016) opined that the age specific and age exclusive practices the
corporate enterprises should follow in order to bring more efficacy into diverse workplace
culture. In this context, the research outcome of the research conducted by
BoehmandDwertmann (2015) got positive results regarding the impact of age and disability in
diversity research that coincided with the socio-psychological perspectives and enriched the
understanding of organizational diversity to a great extent.
Jenifer, R. D., & Raman, G. P. (2015). Cross-cultural communication barriers in the
workplace. Internafional Journal of Management, 6(1), 348-351.

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Cross cultural communication is also a pertinent factor that the organizations to deliver
sound diversity practice within the organization. In this context the research of JeniferandRaman
(2015) justified theimpact of cross cultural communication in the process of developing an
effective organizational diversity. However, language is a barrier that can create obstacle for
establishing organizational diversity. As a result of that it can be stated that language is one of
the mainstay of diversity in workplace. Henceforth, the research tries to promote cross cultural
communication as an important process to resolve the barrier of language difference in
organization. In this regard, the management of the enterprises has to keep focus on the trade
policies, localization and the standardization of the decision making so that a positive impact can
be set on the process of diversity in organization.
Alhejji, H., Garavan, T., Carbery, R., O'Brien, F., & McGuire, D. (2016). Diversity training
programme outcomes: A systematic review. Human Resource Development Quarterly, 27(1),
95-149.
Due to the complexities in implementing workplace diversity the article of Alhejji et al.
(2016) mentioned the diversity training process and the positive outcomes that would bring
efficacy into the process and facilitated a range of learning practice for the employees. In this
regard, a clear influence and concern about the risk factors attached with the installation of
workplace diversity practice certainly justifies the intervention of diversity training program in
the process. As ČičandŽižek (2017) claimed that understanding, cooperation and the
communication were definitely played important role in affecting the practice of diversity.
Henceforth, carrying out an effective diversity training program in association with perception
regarding the necessity and paramount importance of diversity will generate positive impact on
the business enterprises. Therefore, the research articulated inter-group interactions, reducing

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prejudices and enhancing skills to reduce discrimination within the organizational culture played
pivotal role to set an effective organizational diversity practice.
Assignment 1B
With the advent of globalization, the paradigm of diversity has come into permanence in
international business. Nowadays business organizations are not only tried to expand their
business in the global market but also looking for a better opportunity to serve the purpose
establishing a sustainable business practice. In this context, I presume that the importance of
diversity is considered to be a strategic tool that the business enterprises must follow. As a matter
of fact, the global corporate have already started to find out the best possible practice of
implementing workplace diversity. However, there are number of risk factors that disrupt the
effective implementation of diversity within the organizational culture. Amongst all those
factors, I think communication and gender issues are the most common themes of disrupting the
very practice of organizational diversity. It becomes a triggering situation for the companies to
fix communication issues and handling gender discrimination in a matured way. Based on the
empirical studies I must say that understanding the vitality of diversity at workplace and its far
researching consequences in a positive and optimistic way are found least acknowledged by the
business enterprises. This is the fundamental blunder that most of the business companies are
doing in terms of neglecting diversity in workplace. In my opinion, this nature of the
organizations stops them to initiate an effectively diverse workplace culture. The empirical
studies are also corroborated the fact that lack of perception about organizational diversity
creates problem for current business companies. Therefore, I can say that removing the language
barrier and focusing on the talent management over gender distinction will facilitate a solid
advantage for the companies to gain a solid foothold in highly competitive market.

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Reference
Alhejji, H., Garavan, T., Carbery, R., O'Brien, F., & McGuire, D. (2016). Diversity training
programme outcomes: A systematic review. Human Resource Development
Quarterly, 27(1), 95-149.Retrieved from
https://cora.ucc.ie/bitstream/handle/10468/7757/hrdq.21221.pdf?
sequence=1&isAllowed=y
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),
1-14.Retrievedfrom http://ejournals.ukm.my/gmjss/article/view/18159
Boehm, S. A., &Dwertmann, D. J. (2015). Forging a single-edged sword: Facilitating positive
age and disability diversity effects in the workplace through leadership, positive climates,
and HR practices. Work, Aging and Retirement, 1(1), 41-63.Retrieved from
https://www.researchgate.net/profile/David_Dwertmann/publication/271846409_Forging
_a_Single-
Edged_Sword_Facilitating_Positive_Age_and_Disability_Diversity_Effects_in_the_Wor
kplace_Through_Leadership_Positive_Climates_and_HR_Practices/links/
550adeb70cf285564095c4b0.pdf
Čič, Ž. V., &Žižek, S. Š. (2017). Intergenerational Cooperation at the Workplace from the
Management Perspective. Našegospodarstvo/Our economy, 63(3), 47-59.Retrieved from
https://www.degruyter.com/downloadpdf/j/ngoe.2017.63.issue-3/ngoe-2017-0018/ngoe-
2017-0018.xml

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Davis, P. J., Frolova, Y., & Callahan, W. (2016). Workplace diversity management in Australia:
what do managers think and what are organisations doing?. Equality, Diversity and
Inclusion: An International Journal, 35(2), 81-98.Retrieved from
https://studydaddy.com/attachment/57071/2rz0ccamc9.pdf
De Meulenaere, K., Boone, C., &Buyl, T. (2016). Unraveling the impact of workforce age
diversity on labor productivity: The moderating role of firm size and job security. Journal
of Organizational Behavior, 37(2), 193-212.Retrieved from
https://repository.uantwerpen.be/docman/irua/017128/129925_2017_06_24.pdf
Durrani, A. S., &Rajagopal, L. (2016). Restaurant human resource managers’ attitudes towards
workplace diversity, perceptions and definition of ethical hiring. International Journal of
Hospitality Management, 53, 145-151.Retrieved from
https://www.sciencedirect.com/science/article/pii/S0278431915001693
Guillaume, Y. R., Dawson, J. F., Otaye‐Ebede, L., Woods, S. A., & West, M. A. (2017).
Harnessing demographic differences in organizations: What moderates the effects of
workplace diversity?. Journal of Organizational Behavior, 38(2), 276-303. Retrieved
from https://onlinelibrary.wiley.com/doi/pdf/10.1002/job.2040
Jenifer, R. D., & Raman, G. P. (2015). Cross-cultural communication barriers in the
workplace. Internafional Journal of Management, 6(1), 348-351.Retrieved from
https://s3.amazonaws.com/academia.edu.documents/40875757/CROSS_CULTURAL_C
OMMUNICATION_BARRIERS_IN_WORKPLACE-2.pdf?response-content-
disposition=inline%3B%20filename
%3DCROSS_CULTURAL_COMMUNICATION_BARRIERS_IN.pdf&X-Amz-

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Algorithm=AWS4-HMAC-SHA256&X-Amz-
Credential=AKIAIWOWYYGZ2Y53UL3A%2F20190814%2Fus-east-
1%2Fs3%2Faws4_request&X-Amz-Date=20190814T035154Z&X-Amz-
Expires=3600&X-Amz-SignedHeaders=host&X-Amz-
Signature=452f12ab391aada93639b100b2c13007ae53ee3305200aa5cece2cf9d8cd3ca3
Kiser, A. I. (2015). Workplace and leadership perceptions between men and women. Gender in
Management: An International Journal, 30(8), 598-612.Retrieved from
https://www.researchgate.net/profile/Angelina_Kiser/publication/283788308_Workplace
_and_leadership_perceptions_between_men_and_women/links/
566f061908ae0e4446b4e8e2.pdf
Lambert, J. (2016). Cultural diversity as a mechanism for innovation: Workplace diversity and
the absorptive capacity framework. Journal of Organizational Culture, Communications
and Conflict, 20(1), 68.Retrieved from
https://www.researchgate.net/profile/Issam_Ghazzawi/publication/303370032_Faith_and
_Job_Satisfaction_Is_Religion_a_Missing_Link/links/58f8e3f20f7e9b1506dfa70a/Faith-
and-Job-Satisfaction-Is-Religion-a-Missing-Link.pdf#page=73
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.Retrieved from
https://www.researchgate.net/profile/Steven_Vallas/publication/282941124_Diversity_R
egimes_in_Worker_Cooperatives_Workplace_Inequality_under_Conditions_of_Worker_

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Control/links/5bb120fc45851574f7f2809a/Diversity-Regimes-in-Worker-Cooperatives-
Workplace-Inequality-under-Conditions-of-Worker-Control.pdf
Prinsloo, M. (2018). Cultural and religious diversity: Are they effectively accommodated in the
South African workplace?. Law, Democracy & Development, 22(1), 26-38.Retrieved
from https://www.ajol.info/index.php/ldd/article/viewFile/182565/171942
Triana, M. D. C., Jayasinghe, M., &Pieper, J. R. (2015). Perceived workplace racial
discrimination and its correlates: A meta‐analysis. Journal of Organizational
Behavior, 36(4), 491-513.Retrieved from
https://digitalcommons.unl.edu/cgi/viewcontent.cgi?
article=1134&context=managementfacpub