Business Communication and Workplace Diversity Management Research 2022

Running Head:BUSINESS COMMUNICATION
BUSINESS COMMUNICATION
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1BUSINESS COMMUNICATION
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