Managing Diversity In Employment Workplace-Myassignmenthelp.Com

Question: Discuss About The Managing Diversity In Employment Workplace? Answer: Introduction Gender diversity in the workplace can be defined as equal treatment for both male and female employees in an organization. Managing workplace diversity can actually add to the value of an organization (Choi and Rainey 2014). However, women are often being failure in getting senior management roles and they are to compromise their career choice and preferences with such failure. This failure is actually shaped by the social norms, organizational culture and national level policies in regards to female workforce participation. This study will evaluate this statement and explain the diversity management policies in addressing the issues of gender gaps. Furthermore, the study will also evaluate the benefits of retaining and promoting women in organizations with operating. Discussion It is true that there is a slight increase in the female labor force participation of Singapore. However, the women are still not given much priority in their workplace. Till these days, women are getting failure to advance in senior management role and it is attributable to compromise their career choice and preferences. Such failures are often shaped by organizational culture and policies, social and cultural norms and national level policies with regards to female labor force participation (Richard, Kirby and Chadwick 2013). Times have been changed, but much of the society still operates under the framework of traditional biases. In such traditional biases, society puts the women and men in separate boxes, while comes to leadership potential of an organization. Moreover, in such society, males are always given much priority over the females in the leadership role. Such societal approach limits the possibilities in achieving balanced leadership and senior management roles, which integrates and values the unique attributes of both the gender. Badal and Harter (2014) pointed out some women are often held back by their self-limiting beliefs, assumptions and behaviors. Such internal limitations often keep the female employees away from achieving key career goals and achieving senior roles in their organizations. Women are also lagging behind the men in getting senior management role because of organizational culture and policies. According to Daz-Garca et al. (2013), lack of flexible work arrangement and work environment in organizations also held the women back in getting senior management position. Moreover, the work shifting policies and work rotation policies often hinder the promotions of the employees. Moreover, women cannot cope up with the job rotation policies and shifting policies, as they mostly remain engaged in family works. On the other hand, Nishii (2013) opined that in some male dominated work culture, employees are highly unwilling to accept women leadership. This is another reason for which women fail to get senior management roles in their organizations. Furthermore, Perryman, Fernando and Tripathy (2016) stated that gender pay gaps often hinder the scope of the women in getting senior management positions. Moreover, some organizations are reluctant in paying higher wage a nd promotions to the women, which prevent the women in getting senior management role in their organization. While considering the national level policies of Singapore, it can be seen that there is lack of adequate national level policies in mitigating such gender discrimination in the organizations. However, recently, the Government of Singapore has taken enough initiatives for bridging the gaps between the male and female employees and encouraging the female participation in the work (Terjesen, Aguilera and Lorenz 2015). However, the organizations are not actually implementing such national level policies in their workplace. Therefore, the issues of gender diversity in senior management role are remaining the same. Diversity Policies can effectively address the issues of such gender diversity, which are preventing the female employees in getting promotion to senior management roles. According to Chrobot-Mason and Aramovich (2013), equal employment opportunity policies can provide equal opportunities to the employee regardless of their gender in getting any promotion. Moreover, the female employees can get equal scope like male employees in getting promotional opportunities. Therefore, the female employees do not have to compromise with their career choices and preferences. They can get enough scope of career advancement as per their choices. On the other hand, Baixauli-Soler, Belda-Ruiz and Sanchez-Marin (2015) pointed out that appointment to role policy leads an organization towards to be committed on merit based appointment process. In such diversity management policy, the employees are promoted based on only their skills and talent and not based on their gender. Therefore, highly talented wo men can easily get scope in getting senior management role based on their talents and skills. Ntim (2015) pointed out that flexible working arrangement policies can provide some opportunities to the female employees towards better accommodating the individual circumstances with their business requirements. Moreover, such flexible working arrangement policies can help the female employees in balancing between the family work and high level of job responsibilities in senior management role. Furthermore, Kulik (2014) opined that diversity training policy can also improve the mindset of the employees towards their balanced power regardless of their gender. In such diversity program, the employees are learned about the perspective of female employees and their potentiality as senior managers. Such programs can change the mindset of the male employees regarding the female bossing and easily accept their bossing as senior managers. Therefore, the women can easily get the opportunities towards getting the senior management role and manage them properly. Women are having different changing needs during their life cycle and career stages. In such case, a range of leave policy should be provided to these women for helping them in managing those changes and effectively managing the challenging jobs in senior management roles. Therefore, adequate leave policies can be helpful for the women in adjusting with the increased job responsibilities in senior management role. Organizations can get several benefits from retaining and promoting the women employees. According to Kaiser et al. (2013), women can be great communicator in an organization, as they are more likely to respond more effectively to the verbal, visual and emotional factors that the men. Moreover, they have strong communication and networking skills, which can encourage collaborative and group work effort. They are far better than men in listening to the team members more empathetically, share ideas and encourage teamwork towards enhancing organizational productivity. While considering the example of iGlobe Group, it can be found the organization provides enough flexibility to the women employees and often promote them for getting better team work. The managing director of the organization is Soo Boon Koh, who is a women entrepreneur. In this way, the organization has become able to enhance their productivity level with enhanced teamwork (Badal and Harter 2014). On the other hand, Terjesen, Aguilera and Lorenz (2015) opined that beside great communicator, women are also great negotiators and analyzer. Therefore, when it comes to tactfully bring other business through negotiation and communication, no one can beat the women. They can go into the details of the matter, analyze it and promptly come with an idea. In this way, they can promptly take profitable business decisions. While considering the example of Breadtalk Organization, it can be seen that the organization provides enough leadership role to the women (Ntim 2015). Therefore, the organization is now able to come up with better profitable business decisions. Furthermore, Choi and Rainey (2014) opined that retaining and promoting women employees can bring superb management. Women are born with mind blowing management skills. From handling board meetings, taking care of the families, taking care of kids to cooking, they can handle every task with much aplomb. With collaborative management style, intuitive skills, they can inspire the employees for giving their best. While considering the example of Addo Organization, it has been found that the CEO of the organization is Ayesha Khanna, who is a woman. She has managed the organizational team through increasing collaboration and encouraged the team members to put their innovative ideas in Artificial Intelligence projects (Terjesen, Aguilera and Lorenz 2015). In this way, the organization has got huge success through gaining high level of competitive advantage. According to Kulik (2014), women are far better than men in handling any complex organizational problem in any organizational crisis. Women are more calm and tolerant than men and they can better compose them in dealing with radical organizational changes and tough situation. Therefore, women promotion can better give solution to the organizational complexities and make sustainable profit. While taking the example of Alpha7, it has been found that the CEO of the organization is Lynette SEAH and she quite capable of handling organizational complex in the phase of technological changes. Conclusion While concluding the study, it can be said that women are to compromise with their career choice and preferences for organizational culture and policies, social norms and national level policies regarding female workforce participation. Lack of flexible workplace condition prevents the females in taking the senior management job responsibilities. On the other hand, in male dominated organizational culture, women are often neglected and they are not accepted by the men in senior management role. Some societies are till now willing to keep the women in traditional boxes. Therefore, such societal approach also limiting the scope of women in getting senior management role. However, the diversity policies like equal employment opportunity can provide equal scope to the women just like the men in getting senior managerial roles. Apart from that, diversity training can also be fruitful for the mitigating the gender diversity issue through enhanced understanding of women management qualities among the men. Women are much more capable of dealing with complex organizational issues, as they are more tolerant that the men. Therefore, they can bring more profit with solving complex organizational problems. Reference List Badal, S. and Harter, J.K., 2014. Gender diversity, business-unit engagement, and performance.Journal of Leadership Organizational Studies,21(4), pp.354-365. Baixauli-Soler, J.S., Belda-Ruiz, M. and Sanchez-Marin, G., 2015. Executive stock options, gender diversity in the top management team, and firm risk taking.Journal of Business Research,68(2), pp.451-463. Choi, S. and Rainey, H.G., 2014. Organizational fairness and diversity management in public organizations: Does fairness matter in managing diversity?.Review of Public Personnel Administration,34(4), pp.307-331. Chrobot-Mason, D. and Aramovich, N.P., 2013. The psychology benefits of creating an affirming climate for workplace diversity.Group Organization Management,38(6), pp.659-689. Daz-Garca, C., Gonzlez-Moreno, A. and Jose Sez-Martnez, F., 2013. Gender diversity within RD teams: Its impact on radicalness of innovation.Innovation,15(2), pp.149-160. Kaiser, C.R., Major, B., Jurcevic, I., Dover, T.L., Brady, L.M. and Shapiro, J.R., 2013. Presumed fair: ironic effects of organizational diversity structures.Journal of personality and social psychology,104(3), p.504. Kulik, C.T., 2014. Working below and above the line: The researchpractice gap in diversity management.Human Resource Management Journal,24(2), pp.129-144. Nishii, L.H., 2013. The benefits of climate for inclusion for gender-diverse groups.Academy of Management Journal,56(6), pp.1754-1774. Ntim, C.G., 2015. Board diversity and organizational valuation: unravelling the effects of ethnicity and gender.Journal of Management Governance,19(1), pp.167-195. Perryman, A.A., Fernando, G.D. and Tripathy, A., 2016. Do gender differences persist? An examination of gender diversity on firm performance, risk, and executive compensation.Journal of Business Research,69(2), pp.579-586. Richard, O.C., Kirby, S.L. and Chadwick, K., 2013. The impact of racial and gender diversity in management on financial performance: How participative strategy making features can unleash a diversity advantage.The International Journal of Human Resource Management,24(13), pp.2571-2582. Terjesen, S., Aguilera, R.V. and Lorenz, R., 2015. Legislating a womans seat on the board: Institutional factors driving gender quotas for boards of directors.Journal of Business Ethics,128(2), pp.233-251.