(DMD 4313: HUMAN RESOURCE MANAGEMENT)
Individual Assignment : Journal Review.
Tittle
: Diversity management as a strategic human resources
agenda: Critique and roadmap.
‘If you embrace diversity, you risk workplace conflict, but if you avoid diversity, you
risk loss of competitiveness’
(Michael Brazzel: 2003)
Background
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1.
Initially, the article had found that the organization has not been able to optimize the
advantages of diversity in the absence of proper integration with Human Resource
Management (HRM) strategic. The article’s domain is considered one of the main
challenges in the diversity management (DM) in modern organisations in India.
According to Haq (2012), the Indian government enforced the affirmative action
policy of reservation and found that the woman as employees, the public sector had
become challenges in the diversity arrangement. The article’s attention is facilitated
the HRM in the private and public sector to develop the strategy outlined by applying
the human capital of diversity more efficiently for improving the competitive
advantage.
Thus, the article’s aim is to address the gap in the Human Resource (HR) practice
and promoting the strategic DM framework for measuring the employees outcome.
This article is conceptual article that addresses the diversity issue by analysing the
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critical diversity literature in India. This article also is explained the argument being
supported by an empirical article. Furthermore, the article also discusses the
principles for developing the strategic DM framework, namely: a) Choosing the
diversity definition and statement: b) Establishing the diversity climate c) Building
continuity between the strategic diversity sensitive HR practice d) Developing
effective group and process leadership e) Measuring the impact of DM practices.
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The aim of the essay is analysing the principles of strategic diversity management
framework had illustrated by Das (2019). Firstly, the section will identify the The
conceptual linkage in the DM research and practices. Secondly, analysis the
strategic diversity management framework by applying the SWOT analysis. Thirdly,
determine the critical of strategic diversity management framework. Lastly, the
conclusion. Most of the information had been collected via official reports from the
books, magazines, official publications and journal articles. Data from internet also
been employed to gain the information for references may be related to this essay.
The conceptual linkage in the DM research and practices
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2.
Diagram 1. Conceptual linkages in DM research and praxis
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Based on the Figure 1, the diagram had illustrated the 4 (four) of main component in
the conceptual linkage in the DM, namely a) the HR Function which are cover 2 (two)
subcomponent (Strategic HR and Operational HR): b) employees with focal diversity:
c) the intermediary workplace behaviours d) performance outcomes. The
components had a role and task during the process gaining the performance
outcome. The concept had focused the HR Function component is the main role for
developing the strategic DM framework and enhancing the practices based on the
strategic DM. Initially, the principles for developing the strategic DM framework as
guidance to develop the strategic DM and gaining the information of diversity from
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the HR practices who are selected employee diversity. The intermediary workplace
behaviours component as a platform has facilities such as a data and Information
and Communications Technology (ICT) system so that facilitated the employees
conducting the job. While, the performance outcome is the result that could be
measured by the HR function for achieving the organisation’s value.
3.
Analyse the strategic diversity management framework by applying the
SWOT analysis
This section will be analysing the strategic DV framework by applying the SWOT
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analysis. The SWOT analysis is a structured method used to evaluate the strengths,
weaknesses, opportunities, and threats related to a public or private sector.
Furthermore, it related the specifying the objective or activities of the organisation
and identifying the internal and external factors that are favourable and unfavourable
towards a project or business study. Thus, the selected activities had been identified
could be affected by the internal and external factors. The internal factor is
organisation environment could be impacted the activities such as top management,
HR staff, diversity employees, facilities, motivation, communication, internal policy,
work conflict and work culture. The external factor is external organisation could be
effected the activities such as competitors, high demand, industries, government
policy, work-family conflict and advancement technology. The circle is presenting the
flexibility of each activity to changing its rules and task due influence either the
internal and external factors in the future.

Strength
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3.1
Increasing reputation the organisation in the labour market.

Improving the organisational performance.

Enhancing the natural and cultural diversity arrangement.

Providing a large pool of idea and opportunities for selecting the appropriate
idea.

More job being accomplished in less time and better quality product.

Enhancing the knowledge of the whole team by interaction among member
team.
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
Enhancing team commitment, performance, motivation, and attendance.
3.2 Weakness
Some individual are not compatible with teamwork.

Team commitment may overshadow personal desire.

HRM may recognise a team achievement rather than individual achievement.

One individual’s negative can demoralize the entire team.

Budget constraints for improving the intermediate workplace behaviour.

High compensation & benefits demand from the team members.

Difficulties retaining the qualified employees.

Retaining the talented employees.
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
3.3 Opportunities

Support the adversity policy by the government.

Enhancing the organisational competitive capability with other competitors.

Increasing the integration among organisations for gaining the outcome and
membership cooperation.

The employees had exposed the technology and infrastructure development
knowledge.
The employees ability to work in many different industries.
3.4
Threats



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
The lack of diversity arrangement by the organisation.
The knowledge and experience gap between generation.
Potential a negative attitudes & behaviours due the different of family
demography background.

Potential risk the employees had personal interest rather than cooperation.

The talented employees being targeted by the Head Hunter.

Fluctuation of foreigner employees may increase the competition.
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Figure 2. The SWOT analysis
Based on the Figure 2, the diagram had identified the main activities for each
component that could be considered the organisation, namely: a) Strengths -
Improving the organisational performance: b) Weakness - Budget constraints for
improving the intermediate workplace behaviour: c) Opportunities - Enhancing the
organisational competitive capability with other competitors and: d) Threats - The
lack of diversity arrangement by the organisation. The actor will be impacted the
internal factor is the employee diversity and the actor could be affected by external
factors is employed as well. The circle has also identified the knowledge and
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experience gap between generation and the fluctuation of foreigner employees may
increase the competition is flexible activities in the future.
Based on the SWOT analysis, the HRM is required a consider the strategy DM
framework to improve the organisational performance by shifting the DM as a
platform for achieving the organisation’s value. Internally, the HRM need consider for
improving the employee diversity arrangement policy properly for addressing the
diversity of conflict and providing the intermediate workplace behaviour as a major
platform so that the effective group could perform the complexity jobs. Moreover, the
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HRM also required a planning a retaining the talented employees for preventing
being target by head hunter and decreasing the competition between local and
foreigner. The HRM need consider the criteria for selecting the employees as
effective group based on the demographic background, such as experience, age,
level education, gender, character and so on that related to achieving the
organisation’s value.
4.
Determine
the
contribution
of
strategic
diversity
management
framework
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Related to the finding SWOT analysis, there are a few contributions need consider
by the HRM for developing the strategic DM framework more better in the future.
4.1
The integration and learning culture. The HRM required emphasis the
integration and learning culture for identifying the level of interpersonal suitability in
the team, who then set the level of interpersonal conflict to maintain a harmonious
environment. Furthermore, the HRM develops a detailed job description for each job
classification to ensure the team capability in performance the duties and
responsibilities listed in the job description (Jackson et al., 2003: Jayne & Dipboye,
2004).
4.2
Selection the team member. The HRM had difficulties to propose and
identifying the team member who had participated the levels influence the effects of
diversity on team communication processes that are used to resolve conflicts in the
future. Thus, the selection of new recruitment will be applying for selecting the new
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team members (Jackson et al., 2003: Jayne & Dipboye, 2004).
4.3
The specific role of strategy. The HRM requires developing the specific role
of strategy outlined so that the diversity climate will be more helpful the situation of
greater strategic complexity to address the demands of greater complexity.
Furthermore, the organisation requires a defining a new performance constructs to
fully understand the effects of diversity and able to account for the interests of
diverse groups of internal and external organisation (Jackson et al., 2003: Burke &
Litwin, 1992).
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4.4
Attitudinal Diversity Factor. The most challenges in the diverse climate are the
attitude, diversity may potentially have negative effects in teams as workers together
for a longer period (Brazzel, 2003). Therefore, the HRM is difficulties to identify the
attitudinal of diversity in a short period and requires a dismiss the employees
properly approach.
4.5
Establish the diversity training. The HRM required to establish the diversity
training for increasing the awareness of diversity and teaching the employees to
embrace the intermediary workplace behaviour are the keys to preventing conflict.
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The training is mandatory training to forces the employees for adopting the
organisation's values and principles. The HRM also develops the leadership
development training programs for ensuring the team leaders capable resolving a
certain of workplace conflict and help the team member towards a resolution
(Brazzel, 2003: Alcázar et al., 2013).
5.
Conclusion
The Diversity Management is considered one of the main challenges for the HRM in
modern organisations. Thus, the strategy is important for mitigating the diversity
conflict and shift into competitive advantage. The principles of strategic diversity
management framework illustrated by Das (2019) is potential for managing the
diversity arrangement in the workplace either public or private sector. Based on the
SWOT analysis, the strategy DM framework to improve the organisational
performance by shifting the DM as a platform for achieving the organisation’s value.
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Furthermore, there are a few contributions need consider by the HRM for developing
the strategic DM framework more better in the future, namely: a) the integration and
learning culture: b) selection the team member: c) the specific role of strategy: d)
attitudinal diversity factor and e) establishes the diversity training.
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References:
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Alcázar, F. M., Fernández, P. M. R., & Gardey, G. S. (2013). Workforce diversity in
strategic human resource management models: A critical review of the literature
and implications for future research. Cross Cultural Management, 20(1), 39–49.
https://doi.org/10.1108/13527601311296247
Brazzel, M. (2003). DIVERSITY CONFLICT AND DIVERSITY CONFLICT
MANAGEMENT Two Sides of Diversity Conflict. 1–26.
Burke, W. W., & Litwin, G. H. (1992). A Causal Model of Organizational Performance
and Change. Journal of Management, 18(3), 523–545.
https://doi.org/10.1177/014920639201800306
Das, R. (2019). Diversity management as a strategic human resource agenda:
critique and roadmap. Strategic HR Review, 18(1), 26–29.
https://doi.org/10.1108/shr-10-2018-0084
Haq, R. (2012). The managing diversity mindset in public versus private
organizations in India. International Journal of Human Resource Management,
23(5), 892–914. https://doi.org/10.1080/09585192.2012.651297
Homan, A. C. (2019). Dealing with diversity in workgroups: Preventing problems and
promoting potential. Social and Personality Psychology Compass, 13(5), 1–15.
https://doi.org/10.1111/spc3.12465
Jackson, S. E., Joshi, A., & Erhardt, N. L. (2003). Recent research on team and
organizational diversity: Analysis and implications. Journal of Management,
29(6), 801–830. https://doi.org/10.1016/S0149-2063(03)00080-1
Jayne, M. E. A., & Dipboye, R. L. (2004). Leveraging diversity to improve business
performance: Research findings and recommendations for organizations.
Human Resource Management, 43(4), 409–424.
https://doi.org/10.1002/hrm.20033
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