Workplace Diversity Dimensions of diversity Diversity in a workplace is considered to be mass and popular fact no matter of country or region.

Different people have different culture, habits etc and these differences are normal. The variety of experiences and perspective which arise from differences in race, culture, religion, mental or physical abilities, heritage, age, gender, sexual orientation, gender identity and other characteristics. Diversity includes all characteristics and experiences that define each of us as individuals. Diversity is otherness or those human qualities that are different from our own and outside the groups, to which we belong, yet present in other individuals and groups. Diversity includes the entire spectrum of primary dimensions of an individual, including Race, Ethnicity, Gender, Age, Religion, Disability, and Sexual orientation. It is a simple fact that each of us possesses unique qualities along each of these dimensions. (Myrtle P. Bell, 2001) Experience and recent research indicate that when recognized and valued, diversity enhances individual productivity, organizational effectiveness, and sustained competitiveness. Factors like race, gender, disability, age and work pattern may affect people's health and safety in the workplace - and sometimes health and safety is used as a false excuse to justify discriminating against certain groups of workers. Advances in technology and the advent of a global economy bring the people of the world closer together than ever before. Given this fact, businesses, educational systems and other entities are investigating ways to better serve their constituents. This includes being able to attract and retain the best and most qualified workers. Organizations that can develop and employ the necessary policies and procedures to do this will maintain a competitive advantage among their counterparts and increase their effectiveness. The private sector

competitive model may not squarely fit Federal departments and agencies, given the lack of profit motive as the reason for their existence. Yet, Federal organizations must compete to recruit and retain the best talent if they hope to achieve their bottom line, their statutory missions.

Diversity in a workplace The changing demographics of our nation also affect the nations businesses and in turn the nations economy. For our government and businesses to continue to be effective and motivate citizens to contribute to building these institutions, our leaders must recognize and capitalize upon the diversity of the nation. To achieve success and maintain a competitive advantage, we must be able to draw on the most important resource the skills of the workforce. With the increasing richness of diversity in the world and in the workforce, we need to expand our outlook and use creative strategies to be successful. Employees can provide this resource. This study identifies best practices that work in organizations that are doing just that. These practices can be adopted in any workplace.

Promoting positive relations in the workplace Promoting and maintaining diversity in the workplace is crucial from a business perspective as a companys employees should represent a cross-section of talent. Seamus McGrath explains: achieving the full potential of this diversity is a business priority that is fundamental to our competitive success. A key element in our work force diversity programs is our longstanding commitment to equal opportunity. ((Myrtle P. Bell, 2001)) Louise Murphy concurs: Diversity enables us to better understand the global business environment, develop creative solutions for our firms clients, identify business opportunities

and win new clients. Furthermore, if our people feel comfortable in who they are and are included at work, they simply work better. For example, IBM Ireland actively promotes employment opportunities for women, gay, lesbian, bisexual and transgender people and those with disabilities across the cultural spectrum through a series of official mentoring groups. Ireland is a huge cultural melting pot and we reflect that diversity through our longstanding policy of inclusion. We introduced our first diversity policy back in 1953, so it not a new concept for us, says Seamus McGrath.

Sexual harassment in the workplace Businesses who embark upon launching diversity initiatives often struggle with the issue of sexual orientation in the workplace. Frequently leadership itself has no acceptable response to the above comment, which is made by many employees. Neither the government nor businesses expect workers to change their beliefs or values as it relates to sexual orientation or any other difference among people at work. However, it is expected that all employees will be held accountable for their own behavior. When GLBT * (gay, lesbian, bisexual and transgendered) jokes, gestures, and rumors are tolerated at work, it creates an environment that negatively affects productivity even if there are no GLBT's present. Such behavior can also be offensive to heterosexuals, who are not biased in this way, and many workers who have friends and relatives who are other than heterosexual. (Myrtle P. Bell, 2001) Whether an employee is GLBT or straight she or he has the right to earn a living in a non-hostile environment. The more heterosexuals are able to recognize the double standard imposed on people who are other than heterosexual, the sooner those standards can be removed and everyone can focus on getting the job done.

The government is an excellent example of what not to do, in its efforts to treat people fairly. It says, "Don't ask, don't tell." If you are straight, imagine how much energy it would take to work for eight or more hours a day when you are compelled to hide your sexuality. That is what this rule requires. As busy as everyone is at work, people do not sit around talking about their social life, however the subject does come up occasionally. Think about what you would say when someone asks, "So what did you do for Memorial Day?" If you had to live by the "Don't ask, don't tell" rule, you would not be able to refer to your loved one as your wife, husband, boyfriend, or girlfriend. You might feel compelled to avoid answering the question, or lie. Neither are good alternatives when talking to people with whom you need to develop a trusting work relationship. People fear that which they do not understand. This ignorance leads to the perpetuation of irrational beliefs and stereotyping.

Impact of multicultural society on organizations and individuals within the organization Ignoring diversity issues costs time, money, and efficiency. Some of the consequences can include unhealthy tensions; loss of productivity because of increased conflict; inability to attract and retain talented people of all kinds; complaints and legal actions; and inability to retain valuable employees, resulting in lost investments in recruitment and training. If organizations exist to unite diverse perspectives, capabilities, and talents in pursuit of common purposes and mutually beneficial results, why do they stifle diversity, seek sameness, discourage individuality, promote conformance, reward uniformity, and punish nonconformity? (Myrtle P. Bell, 2001) Because managing diversity is harder than managing uniformity -- managing diversity is more challenging, expensive, time consuming, demanding, stressful, and prone to fail.

Managing uniformity requires little more than an authoritarian hierarchy, strict enforcement of procedures and performance standards, command and control management styles, and a conforming workforce -- the allure of uniformity lies in its ease of administration, stability and predictability, efficiency of operations, low cost and on-budget performance, minimal volatility with few surprises and quickly conforming culture. However, an abundance of research and experience shows that organizations and work environments with high levels of required uniformity inevitably stifle creativity and innovation, retard initiative-taking, and prevent widespread accountability for results, limit freedom to expand and create value, and weaken individual motivation, commitment and fulfillment. A truly diverse organization or work environment, on the other hand, unified through common vision and purpose is healthy, strong, innovative, dynamic, and capable of blending a multiplicity of perspectives, experiences, and abilities, and it is able to weather significant competitive challenges. Organizations and their management teams often define diversity too narrowly by tolerating, rather than embracing, government guidelines about inclusion of gender, racial, and sexual diversity in the workplace; focusing on the avoidance of legal risks, rather than the benefits of diversity; and doing the minimum necessary, rather than the maximum, to promote diversity. In the end, they promote uniformity rather than diversity, and understand only those customers who are most like their employees. Diversity creates positive outcomes for organizations when differences among people lead not only to a larger pool of qualified workers, but also to more creative problem solving, more productive use of human resources, and better understanding of markets and competitors. Negative outcomes, however, can result if diversity leads to misunderstanding, distorted communication, destructive competition, political maneuvering, favoritism,

discrimination, and intolerance. Which set of outcomes is most likely depends on the extent to which people welcome diversity, value it, and know how to manage it effectively. The existence of diversity among groups of people means that there are likely to be differences in both culture and structure, and these will have an effect on perceptions, feelings, and attitudes. Culture includes, among other things, language, style, custom, conventions, and normative behavior. Structure means the relationships that you have with other people, which are often defined in terms of class, status, and power. People bring with them into organizations the patterns of behavior and thinking, the networks, the social pressures, the habits, and strategies of action which they learned before joining the organization. Further, people are shaped by the perceptions, attitudes, and behaviors of others in regard to them. One's social identity is interactive with other people's social categorization and is embedded within social structures. Making employment decisions with regard to diversity Although many organizations in the past have tried to homogenize behavior and attitudes by developing their own organizational cultures, the reality in most organizations is the existence of distinct subcultures and micro cultures, as people with different social identities try to negotiate or maneuver for advantage, often in competition with others. Organizations need to define what diversity means to them. For most organizations it involves creating an inclusive organization where the differences of all people are respected, valued and utilized towards achieving a common goal. Differences people bring to the work environment include race, gender, sexual orientation, religion, age, geographic background, education, economic background and thinking and communication styles. Educate and train people to be aware of their conscious and unconscious biases and assumptions that impede working together. (Myrtle P. Bell, 2001) Even things like social events can make a difference in your organization. Issues come up during winter holidays

when people from different cultures have celebrations. Its important to include all people and if your celebrations are geared towards Christmas or any other one group it can create discomfort for others. While some people won't say anything they just won't show up or if they do it can create resentment or a feeling that some people are more valued than others.

References Myrtle P. Bell Diversity in organizations (2001) Susan E. Jackson, Society for Industrial and Organizational Psychology (U.S.) (1998)