Diversity in the workplace

Diversity in the workplace

Your Name

Instructors ' Name

Course Title

Date Contemporary business world witnesses the changing of the workforce 's composition . This trend first has been completely appreciated in the practice of multination corporations (MNCs . Managing the diversity generated a number of coordination and communication problems that had not arisen in domestic firms , and simultaneously fostered specific methods designed for the resolutions of diversity related problems . The experience of MNCs indicates that companies that want to be competitive in the turbulent and evolving marketplace need to appreciate

the compositional changes of workplace and apply HR and international organizational behavior practices /strategies towards attracting recruiting , developing , and retaining a diverse workforce

The effectiveness of multicultural teams heavily depends on environment a MNC is operating as well as company 's managerial ability to guide motivate and control diverse workforce . From the critical perspective developing a multicultural workforce , working groups , etc offers numerous opportunities for both not-for-profit organizations and profit companies , because a diverse workforce is a source of creativity and ideas as people with various cultural and racial backgrounds have different attitudes , values , and norms . However , managing culturally diverse teams requires specific approaches and sophisticated strategies

What emerges from contemporary research is that the multinationals often outperform their domestic counterparts in nearly all aspects of human resource management and organizational behavior , including the degree of attention given to employee relations , the ability to motivate working groups , retain high potentials , and the use of innovative and progressive OB practices (Sharpe 21 . For example , a survey of 143 organizations in Britain in 1985 indicated that foreign-owned organizations used more advanced HRM and OB techniques , devoted more resources to personnel management and were more likely to use a variety of new communication and work design methods in to gain employee loyalty (Margerison , Edwards , Martin , Purcell and Sissons 56

Researchers and practitioners have found solid operational traction by focusing on the interaction of individual and multicultural group practices with organizational processes , systems , and technologies for acquiring , sharing , retaining , and applying knowledge-all within the broadly identified "knowledge management " field (McCann Buckner 8 . It is smart knowledge management strategy , for example , for an organization to cultivate functionally diverse and geographically dispersed "communities of practice " around important technical challenges . Such "communities " are grounded in basic human needs to problem-solve and share , and by enabling sharing behaviors through sophisticated global information systems and communications technologies individual and group learning is leveraged to an organization and industry level . From a knowledge management perspective , effective organizations are those that promote individual and group learning through management practices that amplify and move information through organization-level systems processes , and technologies (McCann Buckner 8

Moreover , IHRM imperatives include achieving intercultural effectiveness among the diverse workforce of an organization within and across national boundaries , and achieving intercultural effectiveness in intercultural business interactions . It is well documented in literature that national culture affects the way that people of different cultures interact (Hofstede , 43 Trompenaars , 102 . Further , at the functional level , culture has been identified as...