Managing Diversity in the Workplace,

Managing Diversity in the Workplace, Hypothesis Testing

Modern day economic agents intensify their efforts in creating sustainable long-term gains. In this scope, they develop and implement a wide series of strategic actions in their relationship with the various categories of stakeholders -- employees, customers, business partners, governmental agencies, non-governmental institutions, the general public and so on. In respect to the staff members, the efforts are generally organized under the umbrella of human resources management practices, through which the employees are carefully recruited, trained, integrated, motivated and rewarded. However, in order for these actions to succeed, it is necessary for them to be adjusted to the unique needs of the various types of employees. This virtually means that organizational managers have to understand and manage diversity in the workplace.

Traditionally, diversity in the workplace would be linked specifically to demographic characteristics. Throughout the recent years, the rapid evolution of the business community has forced both practitioners as well as academicians to assess diversity through more complex lenses as well. Today then, diversity in the workplace is understood as the individual differences given by religious appurtenance, political beliefs, sexual orientation, personality traits and so on.

This research endeavor commences with a reiteration of the most important findings in the specialized literature regarding the concept and evolution of diversity. It then strives to assess the differences in perceptions by revealing the diversity attitudes and beliefs of the first year students and the faculty members at three campuses of the Northwood University. The findings indicate that differences in perceptions exist across different groups, supporting as such the theory of groups with low levels of surface diversity accepting lower levels of diversity, including in their own view of diversity.

Chapter 1: Introduction

Diversity is a highly complex term that has been used to refer to a number of different qualities pertaining to both individuals and organizations. Current literature and practices have broadened the operational definition of diversity to include differences not only in gender, race, religion, nationality, and creed, but also in sexual orientation, learning styles, personality types, geography, and any other physiological and/or socio-cultural differences (Capek & Mead, 2006). This all-encompassing definition of diversity, also known as "deep diversity," is viewed as a positive asset in the workplace that can lead to greater innovation within an organization and thus a greater competitive edge for that organization. In today's workplace, new ideas and different opinions are to be revered, as they provide fuel for the creativity needed to keep up with a rapidly changing work environment and new technologies. The importance of diversity in the workplace has made it an important topic in academic research as well. Much of the earlier work in this area focused on demographic groups as the key defining aspect of the diverse workforce. However, researchers are now beginning to recognize that this definition is no longer adequate and that we must go beyond demographics if we are to find a definition of diversity that reflects the true nature of innovative processes. The researcher will explore new definitions of diversity in the workplace, how it affects selection in managerial positions as well as its effects on diversity awareness training for employees.

Diversity first became a topic of interest nearly 20 years ago. It began with big companies such as Digital Equipment and Procter & Gamble (Shackleford, 2005). In the past, diversity was largely linked to Affirmative Action and the Equal Opportunity Act of 1964. For many years, the treatment of diversity took on a legal sense. Only recently has it begun to sway from its strict legal definitions. In its more conservative form, diversity refers to a person's national origin, regardless of whether that person feels a sense of identity with that culture or not (Shackleford, 2005). Recently, this definition has begun to expand to include more individualistic aspects, rather than simple group classifications, and the individual personality attributes and assets of each employee in a given organization are increasingly seen as tools of diversity to be utilized and encouraged by the organization (Brazzel, 2007). Fully utilizing the diversity resources in an organization through attempts at increasing cultural competency in addition to establishing and maintaining high levels of diversity have become increasingly commonplace in recent years (Brazzel, 2007). The evolving definition of diversity can be seen as the result of an ongoing dialogue with the application of diversity practices and attitudes towards diversity in the real-world work environment.

Many of these changes in the definition of diversity are linked to changes in the workforce. According to the Bureau of Labor Statistics, in 2010, the Hispanic labor force will surpass the African-American labor force. Asians continue to represent one of the fastest growing segments of the labor force, with a projected increase of 45% in the upcoming decade (Shackleford, 2005). Women currently make up nearly half of the workforce. It is expected that this decade will see major changes in the workforce. Those that are now in the majority will soon become the minority, with women, minorities, and foreign nationals making up the new majority (Shackleford, 2005). These changes in demographics force researchers to view diversity in a different manner than was called for in the past.

The changes to the very concept of diversity that have arisen out of continuing changes in demographics and progress in research also demand further inspection, and indeed research aimed at identifying and clarifying the implications of new understandings of diversity is already being carried out. There is a discernable difference between the ways that surface-level diversity and deep diversity play out in the workplace, with surface level diversity (diversity based on easily identifiable social classifications such as nationality) helping to foster deep-level tolerance and cooperation (Phillips & Lloyd, 2003). That is, individuals groups that are the same on the surface (i.e. same nationality, race, etc.) tend to be less tolerant of different personality types, learning styles, and other measures of deep-level diversity than individuals in groups that demonstrate surface-level diversity (Phillips & Lloyd, 2003). This has important implications both for the understanding of diversity itself and for how diversity operates within real world organizations and situations, showing both surface-level and deep-level diversity to be even more of an asset to organizations than was perhaps suggested by previous understandings of diversity and research in the area.

Statement of Problem

The researcher will explore the relationship between demographic changes in the workforce and the new definition of diversity. The likely impact of expanding the definition of diversity beyond the legal definitions that have sufficed in the past will be examined. The current lack of diversity amongst management and its implications for organization-wide diversity issues, including the possible future needs of expanded and altered diversity training plans given the new and evolving definitions and understandings of diversity, will also be addressed. These issues will form the guiding problems in the proposed exploration of diversity and the need to change the legal definition to include those attributes that are not as easy to define from a legal standpoint.

Purpose of the Study

The purpose of the study will be to examine the independent variables involved in the definition and treatment of diversity has changed in the workplace. It will provide employers insight as to how they can contribute to tolerance and understanding in their workplace. Companies will also become more aware of the issues involved in diversity and how it affects managerial decisions. Help will be provided in devising ways to make certain that they're maintaining a diverse workforce that takes advantage of the innovation that diversity has to offer. Ultimately, it will provide a means to increase their competitive advantage and to encourage best practices in their hiring, promotion, and advancement of minorities in the workforce. These outcomes represent tangible effects of this research study that will affect strategic decisions of businesses in the future.

Aside from the tangible affects of the study, other intangible affects will also be derived from the research study, these are called dependent variables. These affects include increased company morale, conflict resolution, and increased camaraderie among the workforce. These affects have an effect on increasing productivity, lowering absenteeism, and decreasing employee turnover (Mount, Ilies, & Johnson, 2006). Therefore, this study will have an impact on producing an improved work environment.

Significance of the Study

This study explores many long-held ideals about diversity in the workplace and what it means to the ability to achieve a competitive advantage. In the past, diversity was considered in relation to its legality and obligations to fulfill the legal requirements set forth by the law. This research explores the relevancy of the older definitions of diversity in light of recent changes in society. It will explore how companies think about diversity and how they apply these concepts to improve opportunities for minorities within the organization. It will allow them to expand their definition of workforce diversity and to reap further benefits that the old definition of diversity wouldn't allow. This study will also allow companies to take full advantage of the innovation and competitive edge that a diverse workforce has to offer.

Research will be useful to companies of all sizes and in all sectors of the market. Everyone is affected by diversity, whether they realize it or not. Companies that do not have a diverse workforce internally still come into contact with suppliers, customers, and others outside of the company who are from differing backgrounds. The research will benefit public and private companies of all sizes by allowing them to gain a greater understanding of diversity and the benefits of understanding those with a different outlook.

The study will also benefit other researchers in the fields of diversity, workforce management and other related topics. It will provide a solid foundation for future research into the area by providing a consistent definition that reflects today's changing workforce. This research will benefit many areas of study in the future and will play an important role in shaping diversity research in the future.

Research Questions

The purpose of this study is to help companies understand the importance of diversity in their organization and its new role in achieving a corporate advantage. However, it is the goal of the study to help gain a deeper understanding of the research topics. Therefore, the following research questions will help to achieve these goals.

1. Which elements should be considered in the new definition of diversity?

2. How important are these new dimensions to diversity as compared to demographics?

3. What role does culture play in the definition of diversity?

4. Why are women, blacks, Asians, Hispanics, and other persons of Caucasian decent considered fewer times than those in the majority race for managerial positions?

These research questions will support the hypotheses and will play a vital role in understanding the thought processes that are behind new attitudes towards diversity.

Hypothesis

The researcher will explore the new definition of diversity through a thorough investigation of existing literature and also explore new attitudes regarding diversity and diversity training in the workplace through a set of survey questions. The research will support the following hypotheses:

H1: The definition of diversity goes beyond demographics and now includes ideology, political positions, religions, ethics, and philosophy.

The null hypothesis will state that ideology, political positions, religions, ethics, and philosophy are not included in the current definition of diversity for a majority of the survey respondents.

H2: Despite advances in labor laws; women, blacks, Asians, and Hispanics are still underrepresented in managerial positions.

The null hypothesis will state that labor laws have effectively leveled the playing field, making representation of women, blacks, Asians, and Hispanics in managerial positions equitable to those of other races in managerial positions.

H3: Diversity awareness training that includes the newly expanded definition of diversity would be helpful in promoting equitability in managerial positions.

The null hypothesis will state that diversity awareness training that includes the newly expanded definition of diversity would not be helpful in promoting equitability in managerial positions.

These hypotheses will help to achieve the research goals and to help others gain an understanding of the new definition of diversity in the workplace. It will help companies to appreciate the importance of diversity and its role in maintaining a strategic advantage. These hypotheses will play a central role in the ability of the research study to achieve its goals.

Conclusions

Many consider society to have advanced to a place where we have achieved equality in the workforce. However, daily experiences bring one to realize that this may not always be the case. Laws can have an impact on the actions that people take, but they may not have the same effect that spawned the need for them in the first place. Attitudes and cultural norms that promote inequality and injustice in the workplace based on individual differences has a long history. These practices were a key defining element of society in the past. In order to change them requires a change from within society. Basic societal attitudes that helped to promote prejudice can also be used to help promote diversity tolerance in the workplace.

Education about diversity will be needed in order to bring about the changes in society that will lead to greater tolerance of others in the workforce. Differences in opinion of all types are a source of conflict. Eliminating sources of conflict will lead to higher productivity, lower absenteeism and improved morale. As workers come to a greater understanding of diversity through training in the workplace, they will take these attitudes and opinions home with them. In this manner, the knowledge will spread to others outside of the organization. Diversity training will eventually lead to better communities through the ability to understand one another and to develop the tolerance needed to maintain a peaceful society. Diversity training and the knowledge gained from this study will have a scope that reaches beyond this study and into the larger community.

Chapter 2: Literature Review

Diversity first began to emerge as a topic of interest in academic communities during the early 1990s. At that time, it had been over 25 years since the Equal Employment Opportunity Act of 1964 came to be. This early research into diversity used the definitions that were introduced in the mid 1960s that only considered demographic factors as the basis for diversity and the need for diversity training. This resulted in a definition and method for exploring diversity that was only skin-deep. Now, it is time to re-examine those older definitions and practices in search of meaning that will encompass a greater number of the differences that make us human. Through the literature review the researcher will examine new research in the area of diversity within the academic setting. It will explore the current ideals, rather than relying on the older definitions of earlier years.

The literature review reveals that the topic of diversity remains a popular one in academic studies. Organizational culture and attitudes towards diversity play a key role in diversity activities and strategies within an organization. Leadership attitudes shape organizational culture regarding diversity and its meaning within the organization (Buttner, Lowe, & Billings-Harris, 2006). Diversity training in the workplace has been common in the last 15 years. However, not all companies embrace the idea. Managerial attitudes towards diversity and diversity training play an influential role in the amount and type of diversity training within a particular company. Managers must serve as facilitators of diversity and diversity training in order for these practices to become a vital force within the organization (De Meuse, Tod, & Claire et al., 2007).

Research indicates that issues of diversity are beginning to extend beyond demographics. Woodcock (2009) examined several cases involving persons with disabilities and their contributions to society. This research discusses the value of every human being, highlighting the contributions of a patient with a life limiting genetic disorder and her refusal to accept that others like her should be eliminated from the gene pool. This case study puts several ethical dilemmas against the backdrop of human diversity and the accomplishments that one can achieve regardless of their physical condition. It contributes to a greater understanding of the new definition of diversity its potential impact on the issue in the future.

Diversity training was found to have a significant and measurable influence on sales figures among employees in a retail setting (McKay, Avery, & Morris, 2008). This study also highlighted the importance of local diversity climate in a larger corporation. It was found that the overall presence of diversity in the consumer community was generally related to the level of the appreciation of diversity by the immediate store manager, also showing an impact on sales based on the surface-level diversity (specifically racial classification) of the sales representatives, regardless of how these attitudes related to the overall corporate attitude toward diversity (Mckay, Avery, & Morris, 2008). Diversity climate perceptions have become a key topic in recent research on diversity. The immediate diversity climate affected the perceptions and had a measurable impact on employee retention (McKay, Avery, & Tonkdandel et al., 2007).