Diversity at the workplace

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Diversity at the workplace

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Abstract

Ways to maximize benefits of an increasingly diverse workforce and client base is a continuing concern for organizational leadership. The current processes for managing diversity continues to be necessary but are not sufficient enough to result in effective outcomes in 21st century organizational environments. Diversity training remains the primary method used to facilitate behavior change. However, existing diversity training is perceived to have failed, calling for a new diversity leadership focus to improve diversity performance. This paper proposes application of the research supporting the self-efficacy construct to build diversity self-efficacy and bridge the gap between diversity training and diversity performance. Also this paper emphasizes that diversity in the work place goes beyond race and gender. Broadly defined, diversity may refer to any perceived difference among people: age, functional specialty, profession, sexual preference, geographic origin, life style, tenure with the organization, or position. It thus gives the evidence to the current situation of work diversity on Hertz Company as well as present thorough analysis of managing differences among members of the work force as well as seeks ways to create a working environment that enables each person to maximize his or her highest potential.

Introduction
1. Introduction to diversity
2. Definition of diversity throughout the times
3. Valuing diversity
4. Theories linked to diversity
5. Studies of diversity
Aims, objectives and methodology
1. Research question
2. Aims and objectives of the research
3. Methodology and methods of enquiry/structure of the research
4. Background
Literature review
1. Sex discrimination act 1975 and 1976
2. Race relations act 1976 (Amended 2000)
3. Disability discrimination act 1995
4. The impact of legislation
5. Diversity framework in UK
6. Equal opportunities in practice
7. History of Hertz
8. Diversity policies at Hertz
Summary & conclusion
The questionnaire, sampling, distribution and return process
1. Statement of results, analysis and discussion
Bibliography

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[...] Example of positive diversity action at Nationwide Building Society Nationwide Building Society is one of the founder members of the Employers for Work-Life Balance Alliance and has for some considerable time acknowledged the business benefits of providing employee choice to enable employees to balance home and work lives. The company has introduced a wide range of policies, practices and procedures, including a range of flexible working options (part-time job share, home working, annualized hours, compressed working week) and leave policies that benefit men and women who may have different responsibilities at different life stages. [...]

[...] The views of these scholars express that diversity at the workplace and during the recruitment and selection is vital for the organizational success and thus should be pursued. Such diversity opens new doors for organization in terms of innovations, creativity and progress. Zeffane and Mayo (1994) argue that a “major advantage of workforce diversity is the potential to create a corporate culture more tolerant of different behaviors and gains from a diverse workforce” (International Journal of Career Management, 1994). In their view increasing diversity of the labor force is bringing to the workplace new strengths and new challenges for staffing specialists and professionals. [...]

[...] Percent ratio of answers on valuing the diversity by disabled in comparison to overall stuff in Hertz Comments about diversity demonstrate that some feel that interest in diversity is merely service' and that whilst there is seen to be a higher percentage of white male staff in senior positions, there is too much focus on quotas at the expense of genuine fair treatment. They also show that some staff feel that managers need help/support if they are to learn to manage diversity effectively. [...]

[...] Under MD, people are acknowledged as the nucleus the organization, and organizations can benefit from the following: MD recognizes that female managers have distinct managerial styles and abilities; Mature workers can offer organizations increased reliability, stability, quality, experience and overall efficiency; Members of ethnic groups can provide a rich and cultural experience at work; Disabled people can offer highly developed problem solving and analytical skills because they operate in an inaccessible environment; Individuals can feel confident in their abilities and their contribution to the organization; MD will add to the creative side of the organization; MD views employees as an invaluable asset; MD recognizes the need for on-going training; Increased emphasis and responsibility to diversity issues; Better recruitment, retention and performance systems. [...]

[...] Although change must occur on many organizational levels, this essay will examine communicative strategies for addressing perceptions of inequity in the workplace Studies of Diversity The International Distillers and Veinters statement on managing diversity as quoted by Kandola and Fullerton (Armstrong 2001; pg 856) explains that: managing diversity is about managing people who are not like you, and who do not necessarily aspire to be like you. It is about having management skill to allow their different perspectives and views to improve the quality of your decisions. [...]

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