Managing Workplace Diversity and Nondiscrimination Strategies

Introduction

In the modern business world, workplace diversity has become not only increasingly important, but also an increasingly prominent issue. The reasons for this are several. The Western social world has become increasingly diverse, particularly in countries such as the United States, which attract many immigrants. In order to uphold its ideals of democracy and equality, the United States has put measures in place to ensure diversity in the workplace and in learning institutions, so as to represent the diversity found in society. While this has brought about a number of advantages — especially for those who have been marginalized or disadvantaged as a result of their gender or ethnic background — certain challenges have also emerged under the current paradigm. These challenges can be mitigated by targeted management strategies. Managers seeking to incorporate a nondiscriminatory paradigm in the workplace therefore need to implement strategies that ensure this paradigm does not cause an undue amount of stress among the workforce.

The advantages of nondiscriminatory practices in the workplace are fairly clear: the workplace becomes more diverse, greater tolerance is created, and the company gains a reputation for fairness. In this way, the company also becomes known as one that truly serves the needs of the community it represents, thereby building trust within that community.

Advantages and Disadvantages of Nondiscrimination

Disadvantages, however, are related to the legal and technical difficulties of implementing nondiscriminatory practices. Particularly in the United States, it has become relatively easy to take an employer to court for discrimination when the injured party belongs to a minority group. This is especially true of sexual harassment and discrimination cases. While many such cases are indeed legitimate, some may represent attempts to exploit legal protections for personal gain. In such situations, it is very difficult to distinguish truth from falsehood, particularly when the claimant is represented by a skilled attorney.

Another difficulty associated with nondiscrimination in the workplace is that legally imposed quotas may result in questionable hiring practices. Even when this is not the case, coworkers may perceive that a person from a minority group received a promotion or was hired for a certain position based solely on the need to meet a numerical requirement. It is argued that such hiring practices can themselves constitute a form of discrimination, as they may fail to account for the qualifications or ability of the individual to perform the required work. Even if such perceptions are unfounded, they can lead to internal resentment, reduced worker satisfaction, and a consequent decline in overall performance.

This relates to a further problem in internal worker relations. Resentment toward coworkers can also become problematic, and harassment on the basis of ethnic or minority status may further hamper worker performance. The result can be costly legal issues if the situation is not managed correctly.

The Successful Promotion of Nondiscrimination

Promoting nondiscrimination successfully, especially in a workplace that has historically been homogeneous, can present a significant challenge to an organization's management. The issue is, however, meaningfully facilitated by the fact that not only society but also the media have begun to work together to promote diversity in the collective social consciousness, particularly in the Western world. Diversity and tolerance are increasingly promoted in workplaces, schools, and society in general. This cultural shift is also reflected in the law, which requires hiring practices free from discrimination based on ethnic background or any other protected characteristic. Diversity is thus increasingly accepted as a social norm and can be leveraged by management to promote nondiscrimination.

Barmes and Ashtiany (2003: 275) emphasized that a truly inclusive workplace requires a complete change of organizational culture. Change in itself is a challenge in any workplace, as it generates significant uncertainty and stress among workers. The first step a manager should therefore take is to ensure that workers are involved and informed regarding any forthcoming changes. In terms of nondiscrimination, the appointment of new workers should be handled in an inclusive and transparent manner.

Secondly, it is important that no person be favored or disfavored as a result of their ethnic or minority background. Existing workers should be informed that management employs fair practices in the hiring process. These practices should then be honored consistently, regardless of a prospective employee's ethnic or other background. Management should bear in mind that the law permits neither negative nor positive discrimination on the basis of minority status.

Thirdly, once a minority employee is hired, it is important to integrate that person within the workforce in as open and positive a manner as possible. One way a manager can achieve this is through group projects. Collaborative work allows a new minority employee to demonstrate their competence to the rest of the team. Social gatherings can also be arranged to welcome and introduce the new employee. Management should therefore incorporate strategies by which a new employee is introduced to the workforce in a non-threatening and welcoming manner.

Finally, management should be aware of all legal issues involved in nondiscriminatory workplace practices, and this awareness should be communicated to all employees. Employees should be fully informed of their rights at all times. Women, for example, should be aware of the conditions surrounding sexual harassment and how such matters are handled within the company. Management should also attempt to address such cases internally in a fair and discreet manner to avoid expensive legal disputes. When employees are hired or dismissed, specific reasons should be provided to the employee in question, preferably with more than one witness present to protect both the company and the employee.