This paper examines workplace diversity and performance culture within organizational settings. It begins by defining diversity, drawing on primary and secondary dimensions such as gender, ethnicity, age, income, and religious beliefs. The paper then explores how organizations can establish a shared understanding of diversity through policy and employee training. It also outlines strategies for cultivating a performance culture, emphasizing flexibility, clearly defined values, and mutual respect among employees. The discussion draws on established organizational behavior frameworks to argue that effectively managing diversity enhances team productivity, responsiveness, and an organization's overall competitive advantage in a global marketplace.
For any organization with the entire globe as its marketplace, the relevance of having a common understanding of culture, beliefs, and values cannot be overstated. This is especially true given that what might work in one country may not work in another. This paper offers a concise definition of workplace diversity and discusses various ways in which an organization can establish a performance culture, with the aim of enhancing its chances of achieving organizational goals and objectives.
For the last two or so decades, gender and race have, according to Griffin and Moorhead (2011), been regarded as the primary dimensions of diversity — most particularly in the U.S. However, as the authors point out, the issues entailed in diversity are broader than this. In basic terms, diversity does not have a single assigned definition, and various definitions of the concept exist. At the workplace, diversity essentially "refers to all of the ways that employees are similar and different" (Griffin and Moorhead, 2011). Diversity can also be understood as all those characteristics that bring out the uniqueness in individuals.
Griffin and Moorhead (2011) identify two key dimensions of diversity: primary and secondary. While primary dimensions are largely innate and therefore more or less permanent, secondary dimensions of diversity are in most cases temporal. Examples of primary dimensions include, but are not limited to, gender, ethnicity, and age. Secondary dimensions, on the other hand, include but are not limited to marital status, income, geographical location, and religious beliefs.
It is important to note that an organization that understands and effectively manages diversity stands to benefit on several fronts. For instance, such an organization could benefit from having employees with unique perceptions and experiences on board, which could enhance not only the responsiveness of teams but also their productivity. With this in mind, an organization must explore ways of arriving at a shared definition and understanding of diversity.
To begin with, an organization must have in place a policy that guarantees fair and just treatment for all employees. For example, a company could choose to go beyond the mere recognition of standard holidays by acknowledging other observances that bear significant meaning to individual employees, such as religious holidays. Diversity training could also play a key role in fostering a common understanding of diversity. Through workplace training programs, employees can be sensitized to what diversity is, what it entails, and why it matters to the organization as a whole.
"Flexibility, values, and cooperation drive performance culture"
First, in seeking to create a culture of performance, organizations need to embrace flexibility. In most cases, rigidity gets in the way of performance. Rigid organizations are more likely to respond slowly to emerging opportunities than flexible ones. As Daft (2009) points out, organizational performance can be enhanced by a culture that embraces change and adaptation.
Second, a company should clearly define the culture it strives for. This can be achieved through the development of values and principles that serve as a guide toward that end. The behaviors encouraged should be those that further advance the organization's ability to achieve its goals. Third, cooperation and mutual respect are critical when it comes to creating a culture that supports the achievement of organizational goals and objectives. Unhealthy competition between departments or individuals should be actively discouraged in order to maintain a collaborative and productive work environment.
The world is fast losing its traditional borders, and organizations must therefore be more appreciative of diversity. In addition to supporting the professional growth of employees, diversity also enhances a company's ability to overcome obstacles through the creation and exploitation of new and unique ideas. In the final analysis, the relevance of diversity cannot be overstated when it comes to enhancing an organization's competitiveness in the global marketplace.
Daft, R. L. (2009). Organization Theory and Design (10th ed.). Mason, OH: Cengage Learning.
Griffin, R. W., & Moorhead, G. (2011). Organizational Behavior: Managing People and Organizations (10th ed.). Mason, OH: Cengage Learning.
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