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Edging Towards Managing Diversity in PracticeBy Maxwell G, Blair S, &
McDougall M Employee Relations, 23/5, pp.468-482 The promotion of equal opportunities
for all groups of people has been firmly established in many countries by both
legislative provision and community education.
Acknowledging the value and validity of individual diversity is a more
recent concept, and its implementation is the subject of continuing discussion.
Maxwell, Blair and McDougall outline the background to the acceptance of diversity and its management. They report on a survey of 22 employees in a major UK public sector organization, who were asked to describe their attitudes and experiences in equal opportunities and diversity management. The public sector was chosen because of the size of its workforce in that country and its record of encouraging equal opportunity. Both manager and non-management levels were represented in the group surveyed, as was HRM. The organization had a strong record in equal opportunities, with an EO specialist in the Human Resources department, and was moving towards the management of diversity. The authors list the differences between equal opportunities and the management of diversity as: ·
Force
for change: Equal opportunities is related to legislative, ethical and human rights issues. Management of diversity acknowledges the profit gain found in fully utilizing the skills and potential of all employees; it has links to strategic HRM. ·
Perspective: Equal opportunities is likely to be the concern of personnel departments or human resource specialists. Managing diversity goes beyond the compliance-orientated equal opportunities. It is viewed in a wider sense of economic and competitive success, and is therefore the concern of all employees, particularly managers. ·
Focus: Equal opportunities primarily concentrates on discrimination and positive action initiatives. Managing diversity aims at ensuring that all people maximise their potential, and does not allow individual differences to be viewed as a liability. ·
Range Equal opportunities is concerned with specific groups, such as women, ethnic minorities and the disabled. Managing diversity centres on individuals, whilst encompassing a broad range of issues and people. ·
Emphasis: Equal
opportunities is a broad framework across the community and workforce.
Managing diversity emphasizes organisational culture and management
style. It may require an organisation
to adapt and change rather than expecting individuals to conform. Managing
diversity does not replace equal opportunities, rather it is meant to complement
it. Furthermore, it can return many
more benefits to an organization. Being able to recruit and retain the best
talent available offers the advantage of creative skills, reduces the costs of
turnover and absenteeism, and broadens the market appeal to minority groups.
Subsequent business success indicates a good result from the investment
in human capital. However, it
could be considered that in the process, all differences have become equal, with
the collective needs of minority groups no longer recognized.
This view suggests that management of diversity puts a value on
attributes, which have previously been devalued.
In addition, devolution means that line-managers assume the prime
responsibility for the new area of management, with implications for workloads,
priorities, accountability and personal capabilities.
Perhaps the greatest concern is whether organizational rhetoric will be
matched in practice. The target group for the survey
consisted of thirteen non-management employees, seven managers, and two HR
specialists. In their responses,
equal opportunity was well defined by most of the participants.
It was described variously as fair treatment of all groups, a
non-discriminatory reaction to people, a balanced approach to recruitment, a
flexible work culture and placing skill and ability above limitations.
Management of diversity was not
clearly understood. Six of the
managers knew the term, but of these only two could offer definitions.
The majority of non-management staff had not heard of it, and those who
had were not sure of its meaning. Only
the personnel specialists knew the essential meaning of diversity management and
its distinction from equal opportunities. One
explanation offered for the latter result is the emphasis on equality in
strategic planning, and the fact that HR specialists are becoming increasingly
involved at this level of management. The importance placed on specific
areas of equality and diversity by the participants also varied, based on their
experiences. HR managers listed child-care, flexible working practices and
dealing with harassment and bullying. Line-managers
named flexible working practices, disability, and the increasing number of women
in Public Service jobs. Non-management employees cited examples of people who were
“different” experiencing difficulty, because they did not meet the
sector’s image. The researchers found that interest
in the debate on equality and diversity was increasing, and this was beginning
to be reflected in practice. But it
was acknowledged that broadening the notion of equal opportunities to embrace
management of diversity is a complex issue, especially if no clear policy
exists. The organization surveyed had strong experience, ample resources and a
progressive viewpoint, yet was still finding the process difficult.
The staff’s lack of knowledge was obviously a factor. The authors
relate their findings in particular to the public sector, but agree that the
discussion is relevant elsewhere, and that other organizations may also find the
commitment a challenge. Best Practice Implications: 1.
Managing diversity is dependent on organizational culture and style. 2.
It centres on individuals and their potential contribution to an
organization. 3.
Line managers need to be equipped to assume the responsibility for
diversity management. Reviewed by Lorraine Lee James Source: Management Summaries.com |