Royal Docks School of Business: Equality and Diversity HRM Report

This report examines the crucial role of equality and diversity in the workplace, drawing upon the principles of Human Resource Management (HRM). It delves into the significance of embracing diversity and inclusion, highlighting the negative impacts of discrimination and favouritism on employee performance and organizational assurance. The report emphasizes the pivotal role of leadership in managing equality and diversity, advocating for the implementation of organizational actions. It addresses the importance of integrating gender identity diversity within diversity management frameworks and explores the capabilities approach as a tool to promote equality and diversity within organizations, including training programs. The conclusion underscores the importance of leadership in fostering a culture of respect and mutual deference. The report is based on the HR5005 module at Royal Docks School of Business and Law.

EQUALITY AND DIVERSITY IN THE
WORKPLACE
Name of the Student:
Name of the University:
Author note:

INTRODUCTION
 Since past three decades, the prerequisite for
private and public establishments to
embrace diversity has been rebounded.
 Diversity and Equality as vocabularies in
human resource management endow direct
access to a large pool of understanding,
abilities and talents essential for the
accomplishment of organizational
goalmouths as well as objectives (Barak,
Findler and Wind 2016).

COSTS OF NOT INDORSING DIVERSITY AND INCLUSION AT
WORKPLACES
 Discrimination and favouritism conscious or unconscious
shows likelihood of impacting destructively on the
working conditions of the ones who experience it.
 This ultimately results in negative impacts on
performance and assurance at work such as inferior
organisational assurance, poorer job satisfaction, greater
work pressure as well as absenteeism.

LEADERSHIP ROLE IN MANAGING
EQUALITY AND DIVERSITY IN
WORKFORCE
 Leaders must achieve paramount responsiveness
about the effects of diversity on organisation to
implement alterations through distinctive as well
as organisational action (Holck 2016).
 Devoid of the support of hierarchical leadership
for diversity, some initiatives reveal the capacity
of letting down due to individual departments’
deficiency of means to advance on major
ingenuities speaking on diversity and equality
related matters.

MANAGING DIVERSITY WITH GENDER IDENTITY
 The diversity management
frameworks are vital to
integrate gender identity
diversity as a important
aspect in its place of
putting reconsideration.
 Regardless of the laws as
well as regulations which
secure transgender
personalities in contrast to
the subjective
fundamentals of
sensitivity in the United
Kingdom.

CAPABILITIES APPROACH TO HANDLE
DIVERSITY AND EQUALITY AT
WORKPLACES
 Organizations can offer training programs to
safeguard that subgroups and women are qualified in
par with other workforces (Holck 2016).
 Noteworthy focus on `rights aimed at the free agency
of women’ must be recognized in the overall
aspiration to encourage freedom as well as capability-
equality.

CONCLUSION
 Leaders and authority must emphasize on
the importance of diversity, respect in
addition to mutual deference.
 Significance of authorizing that teams,
groups as well as sections are strengthened
to build an environment of equality.

REFERENCES
 Barak, M.E.M., Findler, L. and Wind, L.H., 2016.
Diversity, inclusion, and commitment in
organizations: International empirical
explorations. Journal of Behavioral and Applied
Management, 2(2), p.813.
 Holck, L., 2016. Putting diversity to
work. Equality, Diversity and Inclusion: An
International Journal.
 Holck, L., 2018. Unequal by structure: Exploring
the structural embeddedness of organizational
diversity. Organization, 25(2), pp.242-259.