From Theory To Practice: Recommending Supportive Diversity Practices

Abstract

ABSTRACT

Diversity in the Workforce

“…Innovation is the philosophy of many competitive companies such as Verizon, Cisco, Coca Cola, Lockheed Martin, Time-Warner, Raytheon, Dell, Office Depot and AT&T to name a few. There incorporation and embracement of innovation has manifested a collaborative environment of global strategy (Roberge, et al, 2011). Sohail et al (2011 contend that innovation shapes the development of new products, enhances marketing and organizational effectiveness.…”

“…These diverse differences are seen in the workplace, in the customers of businesses and the employees. According to Roberge, Lewicki, Hietapelto and Abdyldaeva (2011) stakeholders must feel included and supported regardless of their gender, culture, religion, expertise or personality. This is based on the concept of collectivistic versus individualistic values.…”

“…Diversity is "human characteristics that make people different from one another" (Gomez-Mejia, et al, 2007, p. 119). Roberge et al (2011) state it is "diversity refers to differences between individuals on any attributes that may lead to the perception that another person is different from the self" (p. 1). Carrell, Mann, and Seigler (2006) believe as it pertains to the workforce "modern definitions of workforce diversity focus on the ways that people differ that can affect a task or relationship within an organization" (p. 6).…”

A Multi-Level Conceptualization of Empathy to Explain How Diversity Increases Group Performance

“…For examples, having empathy for people living with disabilities may influence support for accommodating their needs in organizations. Knowing that the implementation of diversity practices has become increasingly popular among today's organizations (Roberge, Lewicki, Hietapelto, & Abdyldaeva, 2011), it is very important to assure that the implementation of diversity practices may be perceived by employers as a positive and not a negative long term commitment. Research suggests that by inducing empathy, through www.ccsenet.org/ijbm International Journal of Business and Management Vol.…”

Diversity management in transcultural organizations

“…Tatli (2011) developed a theoretical framework which conceptualizes DM in three constituents: diversity discourse, diversity practice, and diversity practitioners. Roberge et al (2011) recommended five categories of strategic managerial practices to effectively manage diverse organizations: (1) Using symbolic management to value diversity, (2) Implementing training programs, (3) Implementing cross-functional teams, (4) Stimulating improved communication flow, and (5) Promoting fairness and justice in human resource practices. The composition of the modern workforce is much more varied than in the past (Simons and Rowland 2011); therefore, empirical studies such as those conducted by the researchers above take on more urgency than in previous years.…”