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2017 | z. 100 | 409--426
Tytuł artykułu

Homogeneity and Heterogeneity of the Workforce : Leveraging on Diversity Management to Build Inclusive Workplace

Warianty tytułu
Jednorodność i niejednorodność siły roboczej : zarządzanie różnorodnością w celu stworzenia miejsca pracy umożliwiającego integrację społeczną
Języki publikacji
EN
Abstrakty
Ze względu na globalny charakter współczesnego otoczenia biznesu, organizacje potrzebują więcej interakcji między osobami z różnych kultur, o niejednorodnych cechach demograficznych, w większym stopniu niż kiedykolwiek wcześniej. W konsekwencji organizacje nie mają innego wyboru, niż zarządzanie różnorodnością, która pozwoli na dostosowanie sposobu zarządzania do zmieniających się warunków i umożliwi poprawę integracji społecznej. Niniejszy artykuł podejmuje próbę badań w zakresie jednorodności i niejednorodności siły roboczej z myślą o wykorzystaniu tej koncepcji do budowy miejsca pracy, umożliwiającego integrację społeczną. Autorzy dokonują przeglądu istniejących publikacji na omawiany temat. Analiza pozwala na stwierdzenie, że zarządzanie różnorodnością charakteryzuje się wysoką wieloznacznością, ponieważ istnieje wiele różnorodnych przyczyn i inicjatyw zarządzania różnorodnością. Ponadto, skuteczne zarządzanie różnorodnością wymaga działań, które integrują wszystkich członków organizacji. Ponadto, w artykule zauważono, że zaangażowanie organizacyjne w zakresie zarządzania różnorodnością jest mniej zakorzenione w postawach moralnych wobec sprawiedliwości i uczciwości, a bardziej oparte na egoistycznych chęciach zaspokojenia nacisków zewnętrznych i osiągnięcia innych pożądanych rezultatów przez organizacje. W konsekwencji większość firm traktuje kwestię różnorodności jako podstawową odpowiedź na zmiany, które zachodzą w obszarze zasobów siły roboczej. W artykule stwierdza się, że zarządzanie różnorodnością jest dobre dla biznesu i powinno być postrzegane jako kluczowy mechanizm dla poprawy konkurencyjności przedsiębiorstw. Podobnie, skuteczne zarządzanie różnorodnością może prowadzić do lepszego zarządzania talentami i posiadania przez organizację kompetencji do rozwiązywania problemów długoterminowych. (abstrakt oryginalny)
EN
Given the globalized nature of the contemporary business environment, organisations require more interaction among people from diverse cultures and heterogeneous demographic characteristics than ever before. Consequently, organisations have no other feasible choice but to adopt and implement diversity initiatives that align sameness or differences in workforce composition to build inclusive workplace. This paper sought to examine the homogeneity and heterogeneity of the workforce with a view of leveraging on diversity management to build inclusive workplace. The paper review extant studies on the subject matter to achieve the focal objectives highlighted. The paper documented that diversity management is characterized by ambiguity; as there are numerous diverse reasons and initiatives of diversity management. Moreover, effective diversity management propel cohesion that integrate all members of the organization. The paper further noted that organisational commitment to diversity is rooted less on a moral dictate toward justice and fairness and more on self-serving desire to address external pressures and achieve other desirable outcomes. Consequently, most firms approached diversity issue as a basic response to change which does not capture its essence. The paper concludes that diversity management is good for business and should be viewed as a key mechanism for improving business competitiveness. Similarly, effective diversity management can lead to better talent management and possession of competence to solve long-term problems. (original abstract)
Rocznik
Numer
Strony
409--426
Opis fizyczny
Twórcy
  • University of Lagos, Nigeria
  • University of Lagos, Nigeria
  • University of Nsukka, Nigeria
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Typ dokumentu
Bibliografia
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Identyfikator YADDA
bwmeta1.element.ekon-element-000171489509

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