Report: Analyzing Strategies for Managing Workplace Diversity

This report provides an analysis of three articles focusing on managing workplace diversity. The report begins with an executive summary and table of contents, followed by summaries of each article, including "Harnessing demographic differences in Organizations: What moderates the effects of workplace diversity?", "Managing workplace diversity: Issues and challenges", and "Fostering team creativity: perspective taking as key to unlocking diversity's potential." The analysis includes comparisons of the articles, highlighting similarities and differences in their approaches to diversity management, such as the use of the CEM model, the impact of socio-cultural backgrounds, and the role of affirmative action. The report also delves into the factors influencing organizational culture and the impact of diversity on employee performance and organizational growth. The report concludes with a discussion and recommendations, emphasizing the importance of fostering an inclusive environment, addressing relational demography barriers, and prioritizing diversity and inclusion to mitigate market risks. The report suggests strategies such as incorporating diversity-related workforce culture in restructuring standard procedures and practices, learning and gauging different personalities, and sponsoring a global inclusive and progressive environment. The report emphasizes the role of human resource management and leadership in promoting these initiatives.

Running head: MANAGING WORKPLACE DIVERSITY
Managing workplace diversity
Name of the Student:
Name of the University:
Author note:

1MANAGING WORKPLACE DIVERSITY
Executive summary
The following chapter is a discussion about the article on workplace diversity. It also discusses
about the factors that affect the demographic profile of the individual in considering this factor as
a contribution to the organisation culture development. Three articles are analysed and
summarised briefly. Based on the analysis some discusses and arguments are presented in this
text. The discussion contents the workforce scenario of the global workforce environment. There
is also the comparison across the articles. The key similarities and difference are also given in
the following text.

2MANAGING WORKPLACE DIVERSITY
Table of Contents
Introduction......................................................................................................................................3
Article’s summary...........................................................................................................................3
Article analysis................................................................................................................................6
Article comparison...........................................................................................................................8
Discussion and recommendation.....................................................................................................8
References......................................................................................................................................10

3MANAGING WORKPLACE DIVERSITY
Introduction
The following is the discussion of the article namely “Harnessing demographic
differences in Organizations: What moderates the effects of workplace diversity?” The focus of
this article is to analyze the given article and compare the inner differences of the managing the
diversity. The growth of the people in an organization is dependent upon the diversity factor..
The other two of the selected article is in the same context (Martín-Alcázar et al. 2012). The
other article namely “Managing workplace diversity: Issues and challenges” is also an article
talking about the barriers and challenges in the expectations of employees about the diversity in
workforce and how does it affects the human resource practices and financial performance
(Onsongo and Maina, 2013). This also emphasizes on the study of diversity results in IT
employees of any organization and the performance of the organization. The third article, which
I have analyzed for the assignment is based on the managing tactics on diversity in a workplace,
where equality is an issue that can influences the performance appraisals and socio-cultural
issues (Rivas 2012). The assignment framework is divided in the three points that are brief
summary, analysis and comparison among the article. The discussion about my understanding
about the organizational behavior is also summarized at the end of the text.
Article’s summary
Article 1 (Harnessing demographic differences in organizations: What moderates the effects of
workplace diversity?. Journal of Organizational Behavior)
This article hovers over many strategic and operational aspects of organisations. The first
and the foremost variable that influences the organisational diversity is the strategically clarify

4MANAGING WORKPLACE DIVERSITY
the relation between the diversity and demography . Then the unit design that moderate the work
force diversity affects. Then the inter-departmental function like human resource and how it
contributes to the social integration of people in the organisation and its connection to diversity
related demography (Guillaume 2017). The major variable that affects the diversity are the
leadership and relation to demography of the group diversity. The culture and individual
differences of the diversity is also discussed in the article. The discussion and scope of future
research in the diversity is also given of the article (Patrick and Kumar, 2012). The article also
shows the path of future research in this field of analysing the relation between demographical
variables and organisational diversity. The significance of this research is about the corrective
practises that need to be taken in the administration for further development in multiplicity
(Martín-Alcázar 2012). We found that people who are demographically dissimilar experience
greater uncertainty about how to interact with dissimilar. The article takes the above-mentioned
variable and them analyses their affect in diversity and relational to the demography. According
to the findings of the moderators, diversity affects the social integration performance and the
well-being of the identified variables (Madera 2013). They are in the range of positivity to
negativity regarding the organisations effectively. Further, the article also focuses on the
categorisation elaboration model, which clearly depicts the diversity convergence in social
integration in the organisation. Work group diversity and organisational diversity is correlated
and affects the interrelation (Chattopadhyay, George and Ng 2016).
Article 2:(A new perspective on managing trust in organization-stakeholder
relationships. Journal of Management)
According to another identified article, the approach to diversity is dependent upon three
factor performance appraisals, socio-cultural and affirmative action. The performance appraisals

5MANAGING WORKPLACE DIVERSITY
is also consist of three factors multiple criteria, raters and review, whereas the religion, societal
attitudes paternalistic leadership are the contributing factors to this approach (Schnackenberg and
Tomlinson 2016). Affirmative action is a variable that gets affected by manager’s attitude and
decentralised units and goals of the particular organisation.
Article 3. (Fostering team creativity: perspective taking as key to unlocking diversity's
potential. Journal of Applied Psychology)
Another related article is discussing about the demographic profile of the 300 employee’s
work diversity intensity, which addresses the performance of the employees. The better financial
performance of the industry depends upon the inclusivity and workplace discrimination level. It
also takes into account the awareness level of the employees. They have also considered the
strategies to adopt workplace diversity in an organisation. The variables that consist of the
employees profile are that affects the diversity are gender, age, educational qualification, type of
company, employee strength and their approach and attitude towards diversity. The strategies to
increase the inclusiveness of the diversity are learning and accepting overseas assignments
(Madera 2013). Offering language trainings and making them understand the benefits of the
diversity inclusiveness also comes under in the path to making strategical difference in
workplace culture.

6MANAGING WORKPLACE DIVERSITY
Article analysis
Article 1
The article is full of bibliographic citations and reviews from previous studies done on
the topic. The citations and references are from a verified source, therefore, the information are
evidence that can be used for future use (Guillaume et al. 2017). In addition it can be built as a
foundation for future study as the article also clarifies and directs the variables to use as data for
the foundation of further study in the field. The clear and good reviews given in the article are
proof of good base of work too. The author of this article. The balanced analysis and the range
positivity and negativity given about the different observation of six variables (strategy, unit
design, human resource practises, leadership, climate and culture and individual differences
(Guillaume et al. 2017) gives a clear understanding of the main focus of the research. The article
mainly focuses on the diversity culture of any organisation (Mills 2012). The article is
extensively based on the research of the moderating effect of growth-ridden variables of different
constraints in diversity. The managerial implications of the study are helpful in building strategy
for internal organisation diversity rules. This will be helpful for the managers to create the
standard procedures to improve the work culture in their organisations. Though there are some
holes as the interpretation of the analysis is more qualitative rather than giving the quantitative
data about the research. Though the research shows the clear scope for future research, one main
area that has been missed was in the area of defining the audience or whom it will be useful to
(Sciascia et al. 2013).

7MANAGING WORKPLACE DIVERSITY
Article 2
The article, which talks about the challenges and issues of managing workplace diversity,
is also a verified article and cited by many scholars in the field. The article also explores on the
diversity of the workplace culture and explores on the variables that consist of real factors under
diversity like the gender, race, age, employee strength, attitude towards diversity and educational
qualification of the employees that affects the diversity (Schnackenberg and Tomlinson 2016).
The article also gives the rationale to the study that has been done on the demography of the 300
IT employees and is successful in defining the audience of the article and who it may be useful
too.
Article 3
Another article is a literature review of studies done previously in the field. This certainly
have some gaps in the method of structuring the article. There are less verified citations about the
article and less discussion about the core topic given in the heading. The article only identifies
the variables but does not give any clue of research done on that variable. Lesser quantitative
data gathered on the three main and subordinate variables clarified after them (Hoever et al.
2012). The objective of this article was to analyse the three factors(affirmative action taken by
management towards diversity, cultural issues related to the core point, performance appraisals
and organisational capabilities of managing equality) of managing diversity in workplace
(Hoever et al. 2012)).The article is all too generally discussed about the issues. However, the
credential s of the article’s author is viable and the author’s public interest statement is also
included in the article, which is of course an evidence in the subject matter (Sharma 2016).

8MANAGING WORKPLACE DIVERSITY
Article comparison
Similarities
The CEM model is a comprehensive framework of factors that uses the workplace
diversity to frame the contingency in work. Throughout the article there are some similarities in
approach in explaining the variables with respect to the identified key variables that affects and
moderates the approach to diversity (Varaprabhakar and Ramana 2013). Another article about
the managing outcomes diversity issues and challenges and the third one is similar in defining
the two factors of diversity, which are socio cultural background, and affirmative action of
employees. The three of the articles focus is to analyse the corporate culture to increase diversity.
Another part is to suggest the pattern of managing the diversity that can be beneficial in
strategically leads to growth.
Differences
The key difference among the article is in the approach. In addition to the structural
difference, the approach to study the variable is different. The main article is about what are the
factors that reduce the overall organisational growth (Mills 2012). The strategy, individual
difference, leaders and other factors that affects the workplace diversity, whereas the other two
articles enhances the study of background variables like gender, race, socio-cultural background
attitude towards diversity and other effects (Sciascia et al. 2013).
Discussion and recommendation
With respect to personality traits, the nature of diversity changes which comes under the
individual differences. The corporate culture is certainly affects the diversity culture.

9MANAGING WORKPLACE DIVERSITY
Organisational diversity can lead to strategical growth of the organisation, based on the human
resource practises they go through and the managerial competence (Lauring and Selmer 2012).
The factors that come under diversity affect the standard procedures and practises. The human
resource management is quit responsible for this kind of challenges and issues (Varaprabhakar
and Ramana 2013). The creativity culture, which leads to innovation are also, stimulates the
diversity. Therefore, relational demography barriers hamper the intergroup activities and hence
the performance of the teams. In a workplace the place that gets affected by the diversity culture
are cooperation among the work, judging the effectiveness of communication in the
interdepartmental activities, showing kindness and respect in matter of interaction, decision
making purpose and managing teams (Lauring and Selmer 2012). The crucial part of the cultural
diversity and recognition of values of each other (Raphan and Friedman 2014). This can be done
in incorporating the diversity related workforce culture in restructuring standard procedures and
practises. Diversity and inclusion must be a priority for a company to lessen its market risks in
this volatile competitive industry (Madera 2013). The internal potential can be harnessed by the
undifferentiated complexity of the environment. The internal culture at least is in the hands of
HR managers that can rectify the standard structural policies. This can be also done by the
restructurising the culture by inclusion of different non-biased policies. To facilitate the diversity
and inclusion disposal of diverse skill sets can develop the skill force, which can lead to
organisational development (Onsongo and Maina, 2013). The difference personality is a result of
diversity itself. Therefore, learning and gauging the different personality and sponsoring global
inclusive and progressive environment are essential for a company to grow in this competitive
environment. A better leadership can manage to do that. Diversity is also a key in perspective

10MANAGING WORKPLACE DIVERSITY
taking, which is helpful in drawing conclusion of the workforce culture in the organisation
(Raphan and Friedman 2014).

11MANAGING WORKPLACE DIVERSITY
References
Guillaume, Y.R., Dawson, J.F., Otaye‐Ebede, L., Woods, S.A. and West, M.A., 2017.
Harnessing demographic differences in organizations: What moderates the effects of workplace
diversity?. Journal of Organizational Behavior, 38(2), pp.276-303.
Hoever, I.J., Van Knippenberg, D., Van Ginkel, W.P. and Barkema, H.G., 2012. Fostering team
creativity: perspective taking as key to unlocking diversity's potential. Journal of Applied
Psychology, 97(5), p.982.
Schnackenberg, A.K. and Tomlinson, E.C., 2016. Organizational transparency: A new
perspective on managing trust in organization-stakeholder relationships. Journal of
Management, 42(7), pp.1784-1810.
Other citations
Chattopadhyay, P., George, E. and Ng, C.K., 2016. Hearts and minds: Integrating regulatory
focus and relational demography to explain responses to dissimilarity. Organizational
Psychology Review, 6(2), pp.119-144.
Lauring, J. and Selmer, J., 2012. International language management and diversity climate in
multicultural organizations. International Business Review, 21(2), pp.156-166.
Madera, J.M., 2013. Best practices in diversity management in customer service organizations:
an investigation of top companies cited by Diversity Inc. Cornell Hospitality Quarterly, 54(2),
pp.124-135.