University of Liverpool HRM Report: Workplace Diversity Analysis

This report delves into the challenges and opportunities presented by workplace diversity, focusing on the crucial role of Human Resource (HR) policy in effectively managing diverse workforces. Drawing on academic research and practical examples, the report examines how HR strategies can leverage the strengths of a diverse workforce while addressing potential conflicts and promoting collaboration. It highlights the importance of understanding generational differences, avoiding age-based stereotypes, and implementing inclusive practices to foster trust and employee engagement. The analysis incorporates insights from various studies, including those on intergenerational strategies and the impact of diversity practices on organizational performance. The report concludes by emphasizing the significance of HR policies in promoting workplace equality and creating an environment where all employees can thrive. The report also references various sources including the University of Liverpool Online Library to support its findings and recommendations.

Running head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Name of the Student
Name of the University
Authors note

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In current time the companies recruit people from four generations more often then not,
and no wonder that each of the generation people have their personal needs goals, trades and
unique style in the field of work. While in the process of managing this sort of a diverse work
force it cannot be certainly without some specific challenges. Along with the challenges
employing a team with multiple generations has it’s own benefits. Human resource strategy
provides an outlook of the practitioner and academic responses to various challenges. The
implementation of integrative frame work in terms of empirical and theoretical research in order
to attempt to reconcile conceptual conflicting models and at the same time competing empirical
results (Kunze, Raes and Bruch 2015). Theoretical complex models along with scientific
researches are represented in an relevant and accessible way, in the context of plan decision that
executive are compelled to create on a daily basis. The current edition features an upgraded
review of literature which tactfully covers and maintenance all the strategic latest challenges
regarding in the field of HR. Along with this questions based on discussion and other latest mini
cases with some other additional examples and an emphasis and enhancement on the implication
strategy on the research, which eventually resulted in making it a most reliable and ideal resource
for practitioners (Kirton and Greene 2015).
Besides all this, in order to take advantage from the benefits it is crucial to understand the
core of the issues that occurs by following a few tips, like, by avoiding making age based
stereotyping and assumptions, by listening to the employees concern, by customizing each
employees approach, by refining techniques for feedback delivery and by stabilising employee
detention practices. As the main offering, the top manager’s age based negative stereotypes and
policies of HR which are diversity friendly are introduced as moderators of organisational level
that upsurge and increase the process of social categorisation respectively, effecting age diverse

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companies performances (Farndale et al. 2015). The utilisation of structural equation modelling
in order to test and analyse the proposed hypothesis by taking in account a multisource dataset
consists of around 147 companies. The supported result of all hypothesis that low negative high
profile managers indicated are age stereotypes and at the same time high diversity friendly
policies of Human Resource, which are the central organisational potential factors which are
responsible for preventing the negative relation in the field of age diversity along with
organisational performance which eventually transmitted through the negative aspect of age
discrimination climate. It is very important for a company to treat all its workers equally (Riccò
and Guerci 2014).
Hence, in conclusion it resulted that the focus of contribution in the field of social
categorisation theory and diversity literature as well as their implication for practitioners led to
both positive and negative consequences and those challenges can be dealt with various HR
policies. Along with this there are various national legislation acts and laws for work place
equality that are being implemented in this field in order to enhance the areas of diversity and
equality.

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References:
Farndale, E., Biron, M., Briscoe, D.R. and Raghuram, S., 2015. A global perspective on diversity and
inclusion in work organisations.
Kirton, G. and Greene, A.M., 2015. The dynamics of managing diversity: A critical approach. Routledge.
Kunze, F., Raes, A.M. and Bruch, H., 2015. It matters how old you feel: Antecedents and performance
consequences of average relative subjective age in organizations. Journal of applied psychology, 100(5),
p.1511.
Riccò, R. and Guerci, M., 2014. Diversity challenge: An integrated process to bridge the ‘implementation
gap’. Business Horizons, 57(2), pp.235-245.