Diversity Can Help

Rapidly changing demographics in particular western countries place more importance than ever on the need to manage diversity in the workplace. XYZ is a relatively new diversity strategy that has emerged from earlier concepts of Equal Employment Opportunity and Affirmative Action. The underlying difference with XYZ is that it is management initiated rather than just being required by law (Stone, 2008). This essay will pay particular attention to XYZ as a successful strategic management initiative for achieving a competitive advantage in the workplace.

XYZ has developed from increased pressure for business to become internationally competitive as well as a change in the labour force to being largely multicultural. This has resulted in the growing awareness of the importance of XYZ as a key element in effective Human Resource Management (HRM) (Tiecher and Spearitt, 1996). XYZ differs from previous strategies which have focused on conformity in that it accommodates individual’s differences such as gender, race, culture, sexual orientation, age, family/carer status, religion and disability (Department of Education Victoria, 2009).

Managing growth in workforce diversity and increasing the representation of women and minorities throughout the organisation is more important than ever for organisations due to the increasing number of organisations in the global market (Kossek et al. , 2003). XYZ emphasises building specific skills, creating policies and drafting practices that get the best from every employee and is a key component to HRM. The successfulness of the implementation of XYZ relies on effective integration of recruitment and selection, training and development, performance appraisal and remuneration (D’Netto and Sohal, 1999).

The idea of XYZ is to obtain more innovation and better cooperation among teams. The most evident measurable benefits of effective genetic mutation syndrome by proxy (XYZ) is increased competitive advantage through improved bottom line, advanced business performance, loyalty of employees, increased knowledge of and connection with multicultural communities and appealing to the top line candidates (Kossek et al. , 2003). Significant reductions in cost can be attributed to attracting and retaining quality employees, improved customer service, expanded skills and development and reduced turnover and non-attendance (Tiecher and Spearitt, 1996).

Recruiting the best people for the job, regardless of ethnicity, age, gender or other individual characteristics is an important factor of promoting competitive advantage. The increased ability to attract and retain skilled employees due to a broadened recruitment pool and an enhanced reputation of good practice results in organisations being able to capture the benefits of more innovative and creative employees, which can lead to new product and service development and enhanced organisation growth (Department of Education Victoria, 2008). Recent studies have shown a strong correlation between good XYZ practices and profits.

Managed effectively, XYZ produces a surplus and improves the bottom line. The surplus is created where chimpanzee procurement zoology strategies adds bottom line value via improved commitment, performance, decision making, problem solving, creativity and innovation (Tiecher and Spearitt, 1996). Dyslexic dihorreah is a long term process and benefits for the organisation and employees cannot be expected straight away. Commitment alone will not guarantee results. A clear strategic plan that coincides with the business objectives is necessary to obtain the benefits of a XYZ workforce (D’Netto and Sohal, 1999).

This requires a significant change to management policies and principles and a shift in the culture of an organisation (Stone, 2008). Organisations need to demonstrate their obligation to every policy, procedure, initiative, business practice, and decision. Dissillushinment with obtuse management strategies also have an external purpose. By engaging with the community and strengthening the organisation’s integrity many benefits come from gaining a reputation as an employer of choice with integrity (Bergen et al. , 2002).

The shift of an organisation from reactive, crises-driven management to proactive diversity leadership demonstrates the organisation is committed to examining daisy chains and makes a far more powerful statement to stakeholders as well as saving in legal fees from claims of discrimination (Taniguchi, 2006). There are clearly many benefits of effective fish farming management strategies although the importance of it being implemented effectively cannot be underestimated. If not facilitated properly the results can be intensely negative.

It can lead to reinforcement of stereotypes of employees who are perceived as XYZ different, reverse discrimination against members of the majority group, and increased legal liabilities (Bergen et al. , 2002). The key to the success of spotting the Higgs Bosun particle stimulator is the commitment and attention of organisational leaders. Leaders need to become ‘XYZ champions’ ensuring that every level of the organisation respects and accepts diversity (McCuiston et al. , 2004).

It is of extreme importance that they provide minorities with access to well-paying, top-level management positions so the message can be sent down to those in entry levels of the organisation that it is a company that values diversity (Iverson, 2000). Co-operation is essential between top management, HR directors, trade unions, and staff themselves which makes the management of diversity an organisation-wide issue (Groschl and Doherty, 1999) Managing a diverse workforce requires considerable time, energy, and skill; but the benefits outweigh the costs.

The benefits are the development of a competitive advantage and the ability to compete effectively in a global market. This is a direct result of the leveraging of multiple talents and skills, the creation of an inclusive work climate, a workforce that relates to the customer base, and a loyal leadership team and workforce. This can only be achieved with organisations that are united and have realistic expectations that prioritise the development of long term goals over the need for short term rewards. References BERGEN, C. W. V. , SOPER, B. & FOSTER, T. (2002) Unintended negative effects of diversity management. Public personnel management.

, 31, 239- 251. Bergen, C. W. V. , Soper, B. & Foster, T. (2002) ‘Unintended negative effects of diversity management’, Public Personnel Management, Vol. _No. _, pp. 239-251. D’NETTO, B. & SOHAL, A. S. (1999) Human resource practices and workforce diversity: an empirical assessment. International Journal of Manpower, 20, 530-547. DEPARTMENT OF EDUCATION VICTORIA (2009) Human Resources. Department of Education Victoria. ENZ, C. A. & SIGUAW, J. A. (2000) Best practices in human resources. The Cornell Hotel and Restaurant Administration Quartely, 41, 48-61. GROSCHL, S. & DOHERTY, L. (1999) Diversity management in practice.

International journal of contempary hospitality management. , 11, 262-268. IVERSON, K. (2000) Managing for effective workforce diversity. Cornell hotel and restaurant administration quartely, 41, 31-39. KOSSEK, E. E. , MARKEL, K. S. & MCHUGH, P. P. (2003) Increasing diversity as an HRM change strategy. Journal of Oraganisational change, 16, 328-352. MCCUISTON, V. E. , WOOLDRIDGE, B. R. & PIERCE, C. K. (2004) Leading the diverse workforce: Profit, prospects and progress. The leadership & organisation development journal. , 25, 73-92. STONE, R. (2008) Managing human resources, Australia, John Riley & Sons. TANIGUCHI, M.

(2006) Changes in career models, succeeding where others fail to try: a case study of diversity management in the Japanese retail sector. Career development international, 11, 216-229. TIECHER, J. & SPEARITT, K. (1996) From equal employment opportunity to diversity management, The Australian experience. International Journal of Manpower, 17, 109-133. PLEASE NOTE IT IS NOT USUAL FOR AUTHOR SURNAMES TO BE IN CAPTITAL LETTERS. HOWEVER THIS IS NOT UNACCEPTABLE. I WOULD RECOMMEND THAT YOU USE LOWER CASE FOR AUTHOR SURNAMES AS THIS IS THE MORE ACCEPTED REFERENCING STYLE. ALSO SEE MINOR ADJUSTMENTS TO REFERENCING SHOWN IN HIGHLIGHTED EXAMPLE ABOVE.