Diversity Management Material

Course: HRM 351

Lecturers: Ms. Linh
Group 2
 Group Members

Name IRN
Doan Thi My Duyen 1732300183
Tran Tu Uyen My 1732300004
Le Xuan Qui 1532300319
Nguyen Trinh Bao Trung 1532300149
Table of contents
I. DEFINITION OF DIVERSITY MANAGEMENT
II. FROM EQUAL RIGHTS LAWS, TO AFFIRMATIVE/ POSITIVE ACTION, TO
DIVERSITY MANAGEMENT
III. DIVERSITY MANAGEMENT PARADIGMS
IV. THE IMPETUS OF IMPLEMENTING DIVERSITY MANAGEMENT
V. CHARACTERISTICS AND LIMITATIONS OF DIVERSITY MANAGEMENT
VI. SUMMARY AND CONCLUSION
I.Defining Diversity Management

“Diversity management refers to the

voluntary organizational actions that are
designed to create greater inclusion of
employees from various backgrounds
into the formal and informal
organizational structures through
deliberate policies and programs.” (e.g.,
Hays Thomas, 2004; Kaiser & Prange,
2004; Nyambegera, 2002; Ozbilgin &
Tatli, 2008; Palmer, 2003; Palmi, 2001)
I.Defining Diversity Management

• Intranational Diversity Management • Cross-national Diversity Management

Managing a diverse Managing a workforce

Managing a workforce
workforce
workforce of
of citizens
citizensor
or composed of citizens
composed of citizens
immigrants
immigrants within aa and immigrants in
and immigrants in
single national different countrie
different countries
organizational
organizational context.
context. s
I.Defining Diversity Management

• The challenge of diversity is not simply to have it but to create

conditions in which its potential to be a performance barrier is
minimized and its potential to enhance performance is maximized

• The true meaning of diversity suggests that if you are concerned about
racism, you include all races; if you’re concerned about gender, you
include both genders; or if you’re concerned about age issues, you
include all age groups. In other words, the mixture is all-inclusive.
II. From Equal Rights Laws, to Affirmative/Positive
Action, to Diversity Management
● Current business focus on diversity is quite different from equal rights
legislation and from affirmative/positive action programs
● Trying to achieve equality of opportunities
● Give the company a competitive advantage

⇒ An equal employment opportunity (EEO) legislation

II. From Equal Rights Laws, to Affirmative/Positive
Action, to Diversity Management
Brazil has long been a heterogeneous society, the product of several
migration flows relatively early in its development

● Take pride in their tradition of nonprejudicial national ideology

⇒ Prerequisites for the development of diversity management because they

create the social, legal, and organizational environment on which diversity
management initiatives can be based.
III. Diversity Management Paradigms
In recent years, several paradigms have been offered for diversity
management that underscores its unique characteristics and purpose in
recent years. This section highlights two of the prominent approaches—the
human resource (HR) paradigm and the multicultural organization (MO)
paradigm.
1. The Human Resource Paradigm in Diversity Management
● Conventional HR practices tend to produce and perpetuate homogeneity
in the workforce as a result of the A-S-A (attraction-selection-attrition)
cycle
● In 1994, Kossek and Lobel summarize the three prevailing HR approaches
to diversity management. Later, the authors expanded on the model
The 4 HR Approaches to
Diversity Management
2. The Multicultural Organization Paradigm in Diversity
Management
Monolithic organization

11

An organization that has a low degree of structural

integration—employing few women, minorities, or other groups that
differ from the majority—and thus has a highly homogeneous employee
population.
2. The Multicultural Organization Paradigm in Diversity
Management
Monolithic organization

11

We can understand “monolithic culture” to refer to a society where

everyone shares the same belief system, the same kinship-based myth
of tribal origin, the same language, and the same general worldview,
with little or no cultural mixture and very few or no minority subgroups
in the same geographic region.
2. The Multicultural Organization Paradigm in Diversity
Management
Pluralistic Organization

21

An organization that has a relatively diverse employee

population and makes an effort to involve employees
from different gender, racial, or cultural backgrounds.
2. The Multicultural Organization Paradigm in Diversity
Management
Multicultural Organizations

31

An organization that values cultural diversity

and seeks to utilize and encourage it
The difference between Monolithic and Multicultural
organizations
● monolithic organizations are much more culturally integrated.
● pluralistic organizations do not use an affirmative action approach to
eliminate discrimination.
● pluralistic organizations are marked by a complete absence of
discrimination and prejudice.
● pluralistic organizations have a more diverse employee population.
● monolithic organizations tend to have higher levels of intergroup
conflicts.
IV. The Impetus for Implementing Diversity Management

Slogan Argument
“Diversity is a reality that is here to The pool of current and future
stay” employees is becoming more
diverse, and business have no
choice but to adapt to the new
realities
IV. The Impetus for Implementing Diversity Management

Slogan Argument

“Diversity management is the right Companies have an obligation to

thing to do” promote social justice and
implement principles of
compensatory justice through their
policies and programs.
IV. The Impetus for Implementing Diversity Management

Slogan Argument
“Diversity make good business Diversity management can give
sense.” companies a competitive
advantage in the global
economy.
V. Characteristics and Limitations of Diversity Management
The Goal: to transform the organizational culture from a majority-oriented to
a heterogeneous-pluralistic culture

A dual focus:
● Enhancing social justice
● Increasing productivity and profitability through organizational
transformation
V. Characteristics and Limitations of Diversity Management
Three key components:
❖ Global Diversity management is entirely voluntary.
❖ Diversity management uses a broad definition of diversity.
❖ Diversity management aims at providing tangible benefits to the
company.
● Expected benefits of diversity management: broad appeal to diverse
clients, better products; and improved sales
● Example: Realizing the fact that attracting female customers is
essential to future growth, Ford Australia sought to increase the
proportion of female employees.
V. Characteristics and Limitations of Diversity Management
Limitations
❖ The voluntary nature of diversity management means that it may not
survive during difficult economic times.
❖ The broad definitions of diversity mean that the most vulnerable groups
in society may not receive the protection they deserve because resources
will be spread across many groups.
❖ The emphasis on the practical benefits suggests that once diversity
management is no longer perceived as beneficial to companies, it will
disappear.
VI. Summary and Conclusion
• The globalizing economy and the increase in the number of
multinational corporations make diversity management a
necessity for companies that want not only to survive but thrive
during this time of economic, social, and cultural changes

• Diversity management has three main characteristics: it is

voluntary; it uses a broad definition of diversity; and it aims at
providing tangible benefits to the company

• The challenge of diversity management is to break the harmful

cycle that equates cultural difference with social/economic
disadvantages.