International Council for Education, Research and Training

This paper explores the relationship among three social dilemmas faced by organizations wishing to attain and maintain workforce diversity: the dilemmas of organizational participation, managerial participation, and individual participation. Functional and social category diversity offer benefits for organizations creativity, adaptation and innovation, and access to external networks, but there are costs which deter organizations from pursuing these benefits. The costs associated with organizational participation in diversity initiatives arise because managers and their employees perceive organizational conflicts and organize their interactions along social identity lines, so that temporal traps and collective fences surround diversity. Resolving the subordinate dilemmas of managerial and individual participation provides the key to resolving the dilemma of organizational participation. Social identity theory is used to understand the dilemmas and to develop possible resolutions, which should make the benefits of diversity more immediately accessible to organizations and society. This article reports the results of a study on the current status and future trends in diversity initiatives in the workplace. The study identified barriers that have inhibited the employment, development, retention, and promotion of diverse groups in the workplace and the significant factors that are influencing diversity initiatives. It revealed that the primary reasons for managing diversity are to improve productivity and remain competitive, to form better work relationships among employees, to enhance social responsibility, and to address legal concerns. This article presents these findings as well as the best strategies for managing diversity. It also discusses components of an effective diversity training program and future trends related to diversity. Notes that the globalization of business, the increased use of teams, and changing workforce demographics have all made managing workforce diversity a critical competency for today's organizations. But for many companies, efforts to manage diversity have produced disappointing results. Organizations are challenged to move away from merely "counting heads for the government" and begin creating effective strategies for a more positive approach to managing diversity. It outlines the diversity challenge and the forces that drive it and then presents strategies for change through leadership, research, and education.

Key Words: Organizational participation, Managerial participation, Individual participation, Diversity Management, Spiritual Diversity, Diversity and Globalization

 

Cite this article

APA 7th Style

Thakur, D. K. (2023). A Comparative study on Global Workforce Diversity by Management. Shodh Sari-An International Multidisciplinary Journal, 02(01), 69–80. https://doi.org/10.5281/zenodo.7752537

 

MLA 9th Edition

Thakur, Deepesh Kumar. “A Comparative Study on Global Workforce Diversity by Management.” Shodh Sari-An International Multidisciplinary Journal, vol. 02, no. 01, Jan. 2023, pp. 69–80. https://doi.org/10.5281/zenodo.7752537.

 

Chicago 17th Edition

Thakur, Deepesh Kumar. “A Comparative Study on Global Workforce Diversity by Management.” Shodh Sari-An International Multidisciplinary Journal 02, no. 01 (January 1, 2023): 69–80. https://doi.org/10.5281/zenodo.7752537.