Management of workforce diversity: Issues and challenges

Dr. Parvez Abdulla Assistant Professor Danish Iqbal Rain Assistant Professor Department of Management Studies B.G.S.B. University RAJOURI Zameer Ahmad Research Scholar Department of Management Studies B.G.S.B. University RAJOURI zulfi.zameer@gmail.com

ABSTRACT

The concept of globalization increases the importance of management of workforce diversity in organizations. Workforce diversity foreseen to greatly impact the 21st century business is extensively effective in management styles of organizations, behavior patterns, and communication styles and, in general, works relations among individuals. Management being a social discipline deals with the behavior of individuals and thus provides imputes to study the parameters of human behavior directly or indirectly affecting their organizational life as a result of ever increasing workforce diversity. Hence, workforce diversity opens up issues and challenges faced by 21st century managers. Management of workforce diversity needs strategic framework to promote the perception, acknowledgement and implementation of diversity in organizations. This paper attempts to assess the relationship between workforce diversity and organization performance.

Keywords: Globalization, workforce Diversity, organizational performance Introduction The concept of diversity includes acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation, socioeconomic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. Diversity is generally defined as acknowledging, under- standing, accepting, valuing, and celebrating differences among people

with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status (Esty, et al., 1995). It is the exploration of these differences in a safe, positive, and fostering environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual. Diversity is a set of conscious practices that involve understanding and appreciating interdependence of humanity, cultures, and the natural environment; practicing mutual respect for qualities and experiences that are different from our own; understanding that diversity includes not only ways of being but also ways of knowing; recognizing that personal, cultural, and institutionalized discrimination creates and sustains privileges for some while creating and sustaining disadvantages for others; and building alliances across differences so that we can work together to eradicate all forms of discrimination. Workplace diversity refers to the variety of differences between people in an organization. That sounds simple, but diversity encompasses race, gender, and ethnic group, age, personality, cognitive style, tenure, organizational function, education, background, and more. Diversity involves not only how people perceive themselves but also how they perceive others. Those perceptions affect their interactions. For a wide assortment of employees to function effectively as an organization, human resource professionals need to deal effectively with issues such as communication, adaptability, and change. Diversity management is a process intended to create and maintain a positive work environment where the similarities and differences of individuals are valued, so that all can reach their potential and maximize their contributions to an organizations strategic goals and objectives. The role of the Human Resource Manager is evolving with the change in competitive market environment and the realization that Human Resource Management must play a more strategic role in the success of an organization. Organizations that do not put their emphasis on attracting and retaining talents may find themselves in dire consequences, as their competitors may be outplaying them in the strategic employment of their human resources. With the increase in competition, locally or globally, organizations must become more adaptable, resilient, agile, and customer-focused to succeed. And within this change in environment, the HR professional has to evolve to become a strategic partner, an employee sponsor or advocate, and a change mentor within the organization. In order to succeed, HR must be a business driven function with a thorough understanding of the organization's big picture and be able to influence key decisions and policies. In general, the focus of today's HR Manager is on strategic personnel retention and talents development. HR professionals will be coaches, counselors, mentors, and succession planners to help motivate organization's members and their loyalty. The HR manager will also promote and fight for values, ethics, beliefs, and spirituality within their organizations, especially in the management of workplace diversity. This paper will highlight on how a HR manager can meet the challenges of workplace diversity, how to motivate employees through gain-sharing and executive information system through proper planning, organizing, leading and controlling their human resources.

Workplace Diversity sty as we enter the 21 century, workplace diversity has become an essential business concern. In the so-called information age, the greatest assets of most companies are now on two feet (or a set of wheels). Undeniably, there is a talent war raging. No company can afford to unnecessarily restrict its ability to attract and retain the very best employees available. Generally speaking, the term Workplace Diversity refers to policies and practices that seek to include people within a workplace who are considered to be, in some way, different from those in the prevailing constituency. In this context, here is a quick overview of seven predominant factors that motivate companies, large and small, to diversify their workforces. According to Thomas (1992), dimensions of workplace diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience. At the workplace, people are different in their perceptions, aspirations and drives, and, as such, would respond differently to the stimuli of their Seniors when it comes to directing their performance. They are different due to their gender, culture, sex, age, ethnicity, academic background, experiences, lifestyles, nationality, social and political affiliation, talent and skills In fact, the list goes on longer (let alone that the diversity triggers are not static), though it would be beneficial to note that the diversity elements could be categorized in three classes (Dianah Worman 2005): Social diversity: age, ethics, gender Value diversity: psychological differences in personality and attitude Informational diversity: education, functional tenure in the organization Above renders it not easy to fully grasp the full diversity dynamics in any organization, and some people in the organization are so different from some others that managing the Employees in a standard manner is almost impossible. For that reason, people should not be molded in the organizations culture but should rather be managed, almost individually, to permit exploiting what their diversity offers, such as: Cost effectiveness: using foreigners at lower cost Enhancing creativity and motivation: exploiting the Employees different mindsets. Objectives of the study: To understand the perception of the individuals in different organization To explore the key factors related to workforce diversity being given importance in organizations To give suggestions as to how workforce diversity can be taken as a strength rather challenge by business organizations Hypothesis

There is no significant difference in the perception of the employees working in different organizations towards work force diversity.

Research Methodology The survey was conducted in the following organizations in Jammu city, J&K, India.A total of 130 questionnaires were circulated from which 110 were usable. The following were the companies Bharti Airtel HDFC Bank Maruti ,Jamkash Vehicleades Pvt Ltd