Reference no: EM133138743

Diversity Management

With the increase globalization there is demographical diversity of the workforce, handling diversity in companies is an essential administrative function (Olsen & Martins, 2012). The variety of a force is a identifiable source of originality and improvement that can provide a competitive advantage. Still, on the other hand, it also causes misinterpretation, doubt, and give rise to conflicts in the workplace that can result in malingering, low quality, low motivation, and loss of effectiveness. This is why management of diversity in organizations is measured as one of the critical challenges for HRM in modern-day organizations.

Many theories are addressing the matter of how to manage the diverse workforce while maximizing employees' responses and performance. The cognitive diversity hypothesis proposes that numerous insights stemming from the cultural variances between group or organizational members result in creative problem solving and innovation (Chow, 2018). According to this theory, creating heterogeneous teams looks to be an effective strategy, but, in reality, the heterogeneous teams face some unique and different challenges. They sometimes may result in lower performance levels (Mansoor, Ali, Ali & Ali, 2013). Likewise, the similarity attraction model and social identity theory provide that employees' inclinations for cooperating with others like themselves could result in variety, thus compromise on group and organizational results. There is a proportion of diversity that arises from an organization. As per empirical studies of diversity management by Magoshi and Chang (2009), diversity is visible in matters connecting to each individual like nationality, society background, gender, age, or physical and psychological potentials. While Lestari (2015), with almost the same language, stated some features of organizational diversity. These characteristics will include age, ethnicity, gender, ability, race. Topography, efforts, experience, salary, religion, language, coordination and social connections, and qualification are some more areas that are associated with diversity management (Bakhri, Udin, Daryono, & Suharnomo, 2018). This diversity requires substantial complex management, mainly when diversity issues deal with human resource management issues such as reward, raise, training, management control, and other matters within the HRM 3 organization. It is also witnessed in many case studies that diversity management practices prompt positive effects on employees' organizational commitment (Magoshi and Chang-2009). The case study of AeroSafe indicates complications related to diversity management in the company. The intolerance towards working with employees from different age groups emerged as a serious matter. As a result, working relationships strained that badly affected the company's productivity. There is a lack of HR practices and procedures to motivate and train employees to perceive and manage diversity in the workplace. Also, discriminatory recruitment practices are observed in the company, especially aspirants with disabilities who are unwelcome. With the help of HR intervention in diversity management, AeroSafe's organizational capabilities and competency can be improved.

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