Workplace diversity as a learning opportunity in aviation organizations

Aviation Strategy Workplace Diversity

Diversity may serve as a learning opportunity instead of a liability in an organizational culture that promotes and practices diversity. In line with the contemporary literature, this paper asserts that diversity in the workplace may lead to improved organizational performance as the inclusion of diverse individuals in the organization may enhance similarities that promote positive communication and practices and simultaneously minimizes differences that may divide individuals personally and as vital members of the organization. The literature reviewed for this research paper confirms that diversity in the workplace contributes to the organization's ability to leverage its similarities as it also helps the organization, along with the diverse individuals who comprise it, appreciate their unique differences.

WORKPLACE DIVERSITY

Organizations need the benefits of diversity in order to leverage…[the organization's] similarities and appreciate & #8230;[the organization's] differences.

- Elmer Davis Jr. (2006, ¶ 4).

INTRODUCTION

In an organizational culture that promotes and practices diversity, diversity may serve as a learning opportunity instead of a liability. In the study, "A longitudinal evaluation of senior managers' perceptions and attitudes of a workplace diversity training program," Kenneth P. De Meuse, PhD, of Lominger International, Todd J. Hostager, PhD, University of Wisconsin, Eau Claire, and Kathryn S. O'Neill (2007), PhD, Rock-Tenn Company, assert that workplace diversity constitutes a contemporary critical challenge that organizations in the Unites States routinely face. In line with current literature, this paper asserts that diversity in the workplace may lead to improved organizational performance as the inclusion of diverse individuals in the organization may enhance similarities that promote positive communication and practices and simultaneously minimizes differences that may divide individuals personally and as vital members of the organization.

To support the thesis for this research paper, the researcher addresses the following three questions.

1. Why is workplace diversity a contemporary concern that increasing challenges an organization?

2. In what ways may diversity influence the organization's performance?

3. What strategies may leaders in an organization implement to ensure that cultural diversity proves to be a positive factor in/for the organization?

During the late 1990s, the Society for Human Resource Management (SHRM) conducted a survey which found that more than 80% of the Fortune 500 companies had either implemented diversity program or had implemented plans to employ one within a year. Attaining workforce diversity is perceived to have a number of "positive social, legal, strategic, and competitive benefits for an organization" (¶ 2). De Meuse, Hostager, Claire, and O'Neill (2007) note Jackson, et al. To define diversity as "the presence of differences among members of a When not well managed, albeit, social identity differences may contribute to emotional conflict among employees "(Jackson, et al., as cited in De Meuse, Hostager, Claire, & O'Neill). When not managed in positive ways, social identity differences may contribute to emotional conflict among employees. Organizations that manage diversity well, albeit, may leverage the ensuing conflict to help clarify values and promote honest communication.

Understanding contemporary issues relating to workplace diversity may help an organization avoid discrimination and harassment, as well as prevent potential complaints and lawsuits and create a positive work environment. Elmer Davis Jr. (2006), chief diversity officer of Financial Dimensions Inc. (FDI), Pittsburgh, explains that "the word 'diversity' literally means 'variety, assortment, range'. It does not merely mean 'differences'" (¶ 3). In the article, "Embracing diversity and preventing workplace discrimination," Davis notes that diversity in the current workplace includes a variety of ethnic backgrounds, races, religious beliefs and sexes. In the past, the U.S. workplace primarily consisted of young, white males. During 2006, however, white males comprised only 38% of the total workforce today, with the rest consisting of is a mixture of African-Americans, Asian-Americans, Hispanics, women, disable individuals and others.

Nancy R. Lockwood (2005), an HR content expert for the Society for Human Resource Management, relates a broad definition of diversity, pointing out that it may range from personality and work style to "all of the visible dimensions such as race, age, ethnicity or gender, to secondary influences such as religion, socioeconomics and education, to work diversities such as management and union, functional level and classification or proximity/distance to headquarters" (Lockwood, 2005, Diversity defined, ¶ 2). In the article, "Workplace diversity: Leveraging the power of difference for competitive advantage," Lockwood stresses that contrary to the past perception of workplace diversity as an anti-discrimination compliance, it has evolved to focus on inclusion, while it simultaneously impacts the organization's bottom line. Currently, as organizations link workplace diversity to their strategic goals and objectives, they hold management responsible for results. More and more, workplace diversity is perceived to be a significant strategic resource which gives an organization a competitive advantage.

WORKPLACE DIVERSITY CONSIDERATIONS

Contemporary Workplace Diversity Challenges

In the past, diversity interventions included assimilation, based on perception that individuals were all the same, to promote equal opportunity and differentiation, which evolved from the contention of celebrating differences that individuals reflect. "The emerging paradigm is integration and learning. That is, companies promote equal opportunity and value cultural differences, using the talents of all employees to gain diverse work perspectives" (Lockwood, 2005, Integration and…, ¶ 2). Racism and sexism constitute two contemporary workplace diversity challenges that may contribute to discrimination in the workplace (De Meuse, Hostager, Claire, & O'Neill, 2007). In addressing these and other diversity concerns, Lockwood (2005) purports that the diversity initiatives the organization implements may not meet expectations.

Nicholas Montagu (2006), former chairman of the Inland Revenue, a British government board that collects and administers primary direct taxes, stresses that although equal opportunities constitute a significant aspect of diversity, they are not all exclusive. Internal diversity, Montagu explains, relates to the organization attracting and retaining the best individuals for the job, as well as developing these individuals to their maximum potential. "Failing to attract or keep the best people from any single group means operating at less than maximum efficiency" (Montagu, ¶ 4). Motivated managers may not ignore true workplace diversity, Montagu asserts. True workplace diversity does not involve pressing the individual into the firm's mould profit, but relates to values, as it respects and celebrates difference as factors that enrich the organization,

External diversity, according to Montagu (2006), consists of understanding the customer and the goods or services he/she desires. When a business restricts the customer's choices, he/she will most likely choose to conduct business with the competitor who analyses and meets the customer's needs and desires (Montagu, ¶ 5).

In the journal publication, "Workplace diversity: Realizing the benefits of an all-inclusive employee base," Anthony Birritteri (2005) points out that even though a business may be profitable and have efficient operations, its stock price will be negatively impacted if it receives negative press due to alleged minority-group abuse (Birritteri, 2005, ¶ 9). Because the customer/client group includes individuals from all walks of life, the workplace should similarly reflect this diversity. This constitutes yet another challenge for the organization.

David A. Hoffman, a lawyer, mediator and arbitrator with Boston Law Collaborative, and Lamont E. Stallworth (2008), of Loyola University in Chicago, note one inherent challenge in diversity is that individuals in society possess both conscious and unconscious forms of racial and ethnic bias. In the article, "Leveling the playing field for workplace neutrals: A proposal for achieving racial and ethnic diversity," Hoffman and Stallworth point out that due to these biases, some commentators assert that the differences distract from the resolution process in alternative dispute resolution (ADR). Hoffman and Stallworth, albeit, disagree with this perception and argue that "more diversity provides people with more choice and more experience, especially where having more perspectives would be useful" (Hoffman & Stallworth, Conclusion section, ¶ 1). The duty of mediators, Hoffman and Stallworth, insist, is to be "omnipartial."

4. supplier diversity. (Birritteri, 2005, ¶ 9)

Sadi Mehmood (2007), managing director of the Noble Kahn cultural awareness training centre in Nottingham, explores a number of diversity concerns in "Hints & tips: Sadi Mehmood gives some practical advice on diversity training issues in the modern workplace." The lack of understanding, along with the fear of different cultures and religions, particularly within the Asian communities fosters diverse problems in the contemporary multicultural society. Understanding how the individual behaves, as well as, what does and/or does not offend him/her enhances relations with both employees and customers and contributes to developing a more diverse dynamic workforce. Mehmood recommends the following strategies for organizations to consider to increase workplace diversity.

& #8230;Employers and staff alike need more confidence to talk to those from a different culture. The secret is to provide specialised training. Employers need to think again if they believe that diversity and equality is enough in today's multicultural markets.

See training as an investment. & #8230;Face-to-face training is the most effective training out there.

& #8230;Many people fear difference and are too afraid to communicate and work with people who are of a different ethnic origin, due to political correctness. This can lead to tension and misunderstandings that could end up in a courtroom. Ignorance can be solved by quality training that benefits all without the fear of political correctness.

& #8230;Be sensitive to 'culture shock'. You may want to put them on to a course to get them up to scratch on how we work, live and socialise.

& #8230;Having & #8230;internal training audited regularly by an outside company… [may] ensure that the training & #8230;[the organization provides] is adequate and covers the necessary issues.

Knowing who & #8230;[one is] speaking to is key to avoiding causing offence and risking potential discrimination claims. For example, [know how to] distinguish between Hindus, Muslims and Sikhs. These three faith groups are the second-, third- and fourth-largest in the UK.

... Make sure all your staff have efficient religion-, culture- and belief-training.

Train staff at all levels, not just management. & #8230;Enhanced cultural knowledge can only improve customer service. (Mehmood, 2007, ¶ 3-10)

To achieve a positive level of diversity management, organizational leaders need a clear understanding of the way they define diversity, as well as what how the organization relates to the concept of being a diverse workforce. Lockwood (2005) asserts that within the context of workplace diversity, the primary purpose of diversity training is to "promote workplace harmony, learn about others' values, improve cross-cultural communication and develop leadership skills. Awareness training raises understanding of diversity concerns by uncovering hidden assumptions and biases, heightening sensitivity to diversity in the workplace and fostering individual and group sharing" (Lockwood, 2005, Training, ¶ 1). Lockwood also notes the following regarding diversity training:

Skill-based diversity training improves morale, productivity and creativity through effective intercultural communication. Leadership development, team building and mentoring programs are also examples of organizational training that promotes growth and collaboration. An overlooked area regarding retention is cross-cultural competence within the organization, often a missed opportunity to address minority retention concerns (Lockwood, 2005, Training, ¶ 1).

Penny Franklin (2007), University of Plymouth, focuses on the race equality agenda and stresses the significance of educating and supporting issues of equity and diversity in the workplace. In the article, "Race equality and health service management: The professional interface," Franklin asserts that even though addressing cultural awareness is needed, diversity training does not always strongly support interactions or changes in the managerial level power relationships. When members of staff respect the individual instead of focusing on his/her culture, however, this practice does work. As leaders value diversity, and lead by example in this area, positive changes will likely begin to emerge within the workplace.

"Diversity' defined in less than a third of workplaces" (2008) relates that an assessment of information from than 1,400 HR professionals and diversity practitioners to measure which diversity actions accomplish overt business found the following:

52% said that to a "large extent," diversity practices created a work environment or culture that allows everyone to contribute all that they can to the organization.

To that same extent, 49% said the practices achieved appropriate representation of racial and ethnic groups.

Similarly, 48% said that to a large extent, the practices enhanced the ability of people from different backgrounds to work together effectively. ("Diversity' defined…," 2008, ¶ 6-8).

Nancy Sutton Bell, Professor and Marvin Narz (2007), Associate Professor, both with the Stephens College of Business at the University of Montevallo, discuss generational diversity in the article, "Meeting the challenges of age diversity in the workplace." Bell and Narz assert that assessing the background and characteristics of various generations may enhance the understanding of the distinctive talents and challenges each person contributes to the workplace, as well as identifying long-range trends currently changing the culture of the workplace.

Figure I portrays a number of differences in generations that Bell and Narz (2007) note.

Figure 1: Characteristics of Different Generations (adapted from Bell & Narz, 2007, ¶ 2 -- 6).

CONCLUSION

Ideally, for a business to "get the job done," Cynthia Waller Vallario (2006) asserts, organizations have to develop and nurture relationships that respect the individual's mutual interests, while maintaining a culture of inclusion, demonstrated through workplace diversity. In the article, "Creating an environment for global diversity: Global diversity in the workplace is not just a human resources issue, but a business strategy that embraces many elements. Here's how 10 multinationals are successfully managing the process," Vallario stresses that the most successful firms do not perceive diversity and cultural differences as obstacles, but consider them to be tools with the potential to contribute to the organization's bottom line. As Hoffman and Stallworth (2008) stress, increased diversity in today's global world presents more choice and more experience, which consequently proves particularly pertinent where the option of ore perspectives may prove useful for the organization and/or the employee.

Global diversity in the workplace, according to Vallario, constitutes more than a human resources (HR) issue, is depicts a business strategy that combines "people skills and cultures that enable a range of viewpoints to challenge traditional thinking" (Vallario, ¶ 4). As businesses increasingly become global not only in the workplace, but also in the realm of suppliers and customers, this may simultaneously contribute to better business emerging from innovative connections between participants from diverse fields, who collaborate for their and the organization's best interest.

In regard to diversity, a strong business sense constitutes the key to determining what practices prove best for an organization, Montagu (2006) purports. "Embedding diversity means deciding what aspects of diversity are relevant, even critical, to achieving them" (Montagu, ¶9). Determinations may vary with and within the organization as businesses are in fact, diverse by definition. As proposed at the start of this research paper, the researcher found tthat diversity in the workplace may lead to improved organizational performance as the inclusion of diverse individuals in the organization may enhance similarities that promote positive communication and practices and simultaneously minimizes differences that may divide individuals personally and as vital members of the organization. When leaders perceive diversity to be an inherent part of the organization, they may begin to claim ownership to this internal resource, and begin to ascertain it as an opportunity, not as add-on or liability. As Davis (2006) notes, "Organizations need the benefits of diversity" (¶ 4). Diversity in the workplace contributes to the organization's ability to leverage its similarities as it also helps the organization, along with the diverse individuals who comprise it, appreciate their unique differences.