Cultural Diversity In The Workplace
Making It Work
By
Rakia Drayton
Drayton, Rakia 2
Cultural Diversity In The Workplace
Making It Work
Workplace diversity is a multi-faceted concept that continues to evolve as more
industries move toward a global marketplace. It’s composed of individuals of both sexes
and of many races, ethic groups, religion, physical and mental abilities. Most people hold
the belief that every human being is of equal worth, entitled to the same privileges and
opportunities, without regard to race, gender, disability or age. This fundamental belief
has led to changes in management practices primarily relating to the recruitment, training
and retention of employees who reflect the changing face of the American workforce. In
order to understand the necessities and benefits of managing workplace diversification,
the concept must be fully explored.
Diversity consists of two dimensions, primary and secondary. Primary dimension
involves ageism, ethnicity, gender, physical abilities and qualities, race, and sexual
orientation. Secondary dimension of diversity are those that can be changed, such as
educational background, geographic location, income, marital status, military status, and
work experience.
Both dimensions are equally important, and would be discuss
throughout this paper.
First lets discuss sexual gender. Companies are obligated, under law, not to make
decisions on hiring, promotions, dismissal, pay raises, benefits, work assignments, leaves
of absence, etc., based upon gender. For example, it is illegal to pay men more than
women for doing the same or comparable jobs. Legally, disparate treatment or disparate
impact defines discrimination. Disparate treatment means that men in similar
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circumstances, or with similar job titles, are treated better than their female counter-parts.
Disparate impact means that a particular job action affects women then it would men.
An individual with a disability is a person who has a physical or mental
impairment that limits one or more major life activities. A qualified employee can include
a person with a disability, as long as that individual can performs their job tasks.
However those who are in need of accommodation, such as modifying work schedules,
reassignment to a vacant position, acquiring or modifying equipment or devices,
adjusting modifying examinations, training materials, or policies, and providing qualified
readers or interpreters, can be provided. Facts about the Disabilities Act, which took
effect July 26, 1992, prohibits private employers, state and local governments,
employment agencies and labor unions from discriminating against qualified individuals
with disabilities in hiring, firing, advancement, compensation, job training, and other
terms, conditions, and privileges of employment.
Title VII of the Civil Rights Act of l964 prohibits employers from discriminating
against individuals because of their religion in hiring, firing, and other terms and
conditions of employment. The Act requires employers to reasonably accommodate the
religious practices of an employee. An employee whose religious practices prohibit
payment of union dues to a labor organization cannot be required to pay the dues, but
may pay an equal sum to a charitable organization. Mandatory training programs that are
designed to improve employee motivation or productivity in the company, may conflict
with someone’s religions beliefs. In this case, the company as well as employers must
accommodate any employee who gives notice that these programs go against their
religious beliefs.
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This law's prohibitions include different types of harassment, such as the
following listed below:
 Affiliation: Harassing or otherwise discriminating because an individual is
affiliated with a particular religious or ethnic group. For example,
harassing an individual because she is Arab or practices Islam, or paying
an employee less because she is Middle Eastern.
 Physical or cultural traits and clothing: Harassing or otherwise
discriminating because of physical, cultural, or linguistic characteristics,
such as accent or dress associated with a particular religion, ethnicity, or
country of origin. For example, harassing a woman wearing a hijab (a
body covering and/or head-scarf worn by some Muslims), or not hiring a
man with a dark complexion and an accent believed to be Arab.
 Perception: Harassing or otherwise discriminating because of the
perception or belief that a person is a member of a particular racial,
national origin, or religious group whether or not that perception is
correct. For example, failing to hire an Hispanic person because the hiring
official believed that he was from Pakistan, or harassing a Sikh man
wearing a turban because the harasser thought he was Muslim.
 Association: Harassing or otherwise discriminating because of an
individual's association with a person or organization of a particular
religion or ethnicity. For example, harassing an employee whose husband
is from Afghanistan, or refusing to promote an employee because he
attends a Mosque.
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Equal employment opportunity cannot be denied because of marriage to or
association with an individual of a different race; membership in or association with
ethnic based organizations or groups; or attendance or participation in schools or places
of worship generally associated with certain minority groups.
Affirmative action and the language of equal opportunity came as a political
response to the social outcry over the racial and social injustices that limited equal access
to the workplace. One of the problems with affirmative action is that it began to be
perceived as a public relations scheme more concerned about quotas than about
individuals. Managing workplace diversity strives to ensure that when an individual is
hired, they should be able to trust that they have been chosen because of their unique
qualifications, not because of gender or ethnicity.
Individuals are protected against employment discrimination on the basis of race
and color as well as national origin, sex, or religion. It is unlawful to discriminate against
any employee or applicant for employment because of his/her race or color in regard to
hiring, termination, promotion, compensation, job training, or any other term, condition,
or privilege of employment. Employment decisions based on stereotypes and
assumptions about abilities, traits, or the performance of individuals of certain racial
groups. Both intentional discrimination and neutral job policies that disproportionately
exclude minorities and that are not job related.
Example of a diversified workforce is the world largest retailer that’s amongst the
industry leaders in accomplishing a grounded workforce, which is Wal-Mart. Upon
entering the doors at Wal-Mart, you might greed by a senior citizen or someone in a
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wheel chair.
Diversity places a big part at Wal-Mart. At Wal-Mart, manages are
congratulated for providing a great diversity workplace. Being that the responsibility to
develop a good diverse workforce lies on managers, listed below are several suggestion
managers should consider if their company is trying to develop a diverse workplace:
1) Make respect for diversity a core value in your company and articulate it
as such in the company’s handbook/ employees in the organization.
2) Provide ongoing awareness programs about the value of human diversity
for all employees in the organization.
3) Create an environment conducive to the exploration of diversity. 4. Learn
about co-workers’ backgrounds and share your own. Ask questions that
invite explanation and answer with the same.
4) Create a display area where employees can post notices of events and
activities happening in their communities.
5) Take advantage of diversity consultants and training programs such as the
A WORLD OF DIFFERENCE Institute ‘s to assist you with ongoing
education.
6) Incorporate diversity as a business goal. Secure a high degree of
commitment from all employees. Finally, diversity must be recognized
and treated as an intricate part of the work force.
The concept of diversity encompasses acceptance and respect. It means
understanding that each individual is unique, and recognizing our individual differences.
It is the exploration of these differences in a safe, positive, and nurturing environment. It
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is about understanding each other and moving beyond simple tolerance to embracing and
celebrating the rich dimensions of diversity contained within each individual.
Today, companies need diversity at every level where decisions are made. That’s
why the role of a manager is to create an environment where the uniqueness of each
employee is maximized. Managers must provide a climate where all employees feel that
they are valued by and contributing to an organization. Organizations must be flexible
and wise about changes occurring in world markets, because being that inequalities still
exist for employees within organizations due to stereotyping and preconceived ideas
about a person based on race, gender, religious or cultural origins, age, physical or mental
limitations, and more. Racism, sexism, and discrimination cannot be managed away, but
hiring the best and brightest will help improve and continue a well diversity workplace.
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Work Citied
Larry L. Naylor; “Cultural Diversity in the United States”:
http://www.questia.com/Index.jsp?CRID=cultural_diversity&OFFID=se1
Hellen Hemphill, Ray Haines; “ Discrimination, Harassment, and the Failure of
Diversity Training: What to Do Now”: 135 pgs.
www.health.qld.gov.au/hssb/cultdiv/home.htm
www.hrpress-diversity.com/
www.walmart.com