Ways to maximize benefits of an increasingly diverse workforce and client base is a continuing concern for organizational leadership. The current processes for managing diversity continues to be necessary but is not sufficient to result in effective outcomes, in the 21st century's organizational environments. Diversity training remains the primary method used to facilitate behavior change. However, existing diversity training is perceived to have failed, calling for a new diversity leadership focused to improve diversity performance. This paper proposes the application of the research supporting the self-efficacy constructed to build diversity self-efficacy and bridge the gap between diversity training and diversity performance.
Also the paper emphasizes that diversity in the work place goes beyond race and gender. Broadly defined, diversity may refer to any perceived difference among people: age, functional specialty, profession, sexual preference, geographic origin, life style, tenure with the organization, or position. It thus gives the evidence to the current situation of work diversity on Hertz Company and also will present a thorough analysis of managing differences among members of the work force as well as seek ways to create a working environment that enables each person to maximize his or her highest potential.
[...] The views of these scholars express that diversity at the workplace and during the recruitment and selection is vital for the organizational success thus should be pursued. Such diversity opens new doors for organization in terms of innovations, creativity and progress. Zeffane and Mayo (1994) argue that a “major advantage of workforce diversity is the potential to create a corporate culture more tolerant of different behaviors and gains from a diverse workforce” (International Journal of Career Management, 1994). In their view increasing diversity of the labor force is bringing to the workplace new strengths and new challenges for staffing specialists and professionals. [...]
[...] Dex and Scheibl, Business Performance and Family Friendly Policies, Journal of Management, Val and The HR Scorecard, Becker, Huselid, Urlich 2001 A diverse team will also bring different talents to the workplace these enhance the ability of a business to innovate and thus maintain a competitive edge. A recent survey of financial analysts by Ernst and Young showed that innovation was rated one of the top ten (non-financial) variables crucial to the success of a business. Lowe and Siesfield, Measures that Matter, Ernst and Young In this age of communications, where information spreads quickly, it has become increasingly apparent just how damaging a negative public image can be to a business. [...]
[...] Developing a culture for diversity in the workplace will need individuals, teams and organizations to work together in a way that ensures people are valued, that people are contribute and feel a part of their organization. Also it should ensure that people are able to develop and learn within an inclusive workplace context. The organization will gain maximum benefit from a successful, open culture. I chose this topic as fairness and equality amongst people is one of my core values. [...]
[...] The need to manage diversity is even greater after the events of 9/11 as the world's societies have become more politically charged and involved than ever before. Attached to diversity is the concept of equality from which any contentious questions arise. One such issue is the extent to which UK organizations are fair when it comes to offering equality of opportunity to minority groups in employment. There is a wide range of elements involved in managing diversity including legislative considerations, the handling of equal opportunity issues, as well as the aims of making ‘managing diversity' work for organizations. [...]
[...] Managing Diversity Staff were given the following definition of diversity and asked to indicate if they felt their colleagues, their manager and their organization overall values diversity. Their responses are summarized in figure 3 on the next page. addition to treating staff with fairness and equality, Hertz is striving to become an employer that values diversity. Essentially this means that Hertz would like to be able to say that it: Goes beyond the need to simply comply with laws on discrimination, and realizes that valuing differences is good for organizations Recognizes all individuals' needs and aspirations, as well as achieving equality between groups Harnesses and welcomes differences rather than trying to fit people into a mould The organizations' expectations values and ways of working (i.e. [...]
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