CHAPTER 3 CONCEPTUAL AND THEORETICAL
3.6 MANAGING DIVERSITY IN AN ORGANISATION 135
3.6.1 Forms of diversity 137
George and Jones (2006:115) define diversity as dissimilarities or differences that are used to distinguish between people. While race, ethnicity and gender are the most recognised forms of diversity, there are other types with important implications for Human Resource systems. These forms of diversity, potentially overlapping identity group memberships, can affect an employee‟s attitudes and behaviours in the workplace, as well as influence his or her ability to work well with other organisational members. George and Jones (2006:116) identify the following eight types of diversity
Age
In the workplace, both older and younger workers present management with challenges. Older workers are more cautious, less likely to take risks and less open to change, but their experience makes them high performers. The aging of the population suggests that managers need to be vigilant that employees are not discriminated against because of age. Moreover, managers need to ensure that the policies and procedures they have in place treat all workers fairly, regardless of their age (George & Jones 2006:116).
Gender
Smit and Cronjé (1999:427) maintain that in South Africa women make up nearly 40% of the labour force. These changes mean that organisations must deal with issues such as work-family conflicts, child care, dual-career couples and sexual harassment. Most women in the labour force have children which means that organisations should take some responsibility for child care. One issue surrounding gender as a dimension of diversity is the glass ceiling syndrome which refers to the difficulty women have in advancing.
Race and Ethnicity
The increasing racial and ethnic diversity of the workplace and the population as a whole underscores the importance of effectively managing diversity (George &
Jones 2006:116). This suggests that much needs to be done in terms of ensuring that diverse employees are provided with equal opportunities. At a general level, managers and organisations are increasingly being reminded that stakeholders in the environment are diverse and expect organisational decisions and actions to reflect this diversity (George & Jones 2006:116).
Religion
A key issue for managers when it comes to religious diversity is recognising and being aware of different religions and their beliefs with particular attention being paid when religious holidays fall (George & Jones 2006:120). For example, critical meetings should not be scheduled during a holy day for members of a certain faith, and managers should be flexible in allowing people to have time off for religious observances. George and Jones (2006:120) maintain that when managers acknowledge, respect, and make even small accommodations for religious diversity, employee loyalty is often enhanced.
Capabilities/ Disabilities
A key challenge for managers regarding this form of diversity is to promote an environment in which employees needing accommodation feel comfortable disclosing their need and, at the same time, to ensuring that such accommodation not only enable those with disabilities to effectively perform their jobs but are also perceived to be fair by those not disabled (Roberts 1996:63). In addressing this challenge, often managers must educate both themselves and their employees about the disabilities, as well as the very real capabilities, of those who are disabled (George & Jones 2006:122).
Socio-economic background
The term “socio-economic background” typically refers to a combination of social class and income-related factors (George & Jones 2006:122). From a management perspective, socio-economic diversity, and in particular diversity in income levels, requires that managers be sensitive and responsive to the needs and concerns of individuals who may be less fortunate than themselves in terms of income and financial resources, child care and elder care options, housing opportunities, and existence of sources of social and family support (Salamon 1998:103). Moreover, managers should try to provide such individuals with opportunities to learn, advance, and make meaningful contributions to their organisations while improving their economic well-being.
Sexual orientation
Generally, the presence of gay, lesbian, bisexual or transgender employees in the workplace is steadily increasing and it is probable that many highly qualified potential and current employees might happen to be gay or lesbian. An organisation that does not welcome and support such employees not only is unfairly discriminating against this group but also is losing the contributions of valued potential employees (George & Jones 2006:123). Additionally, an organisation that discriminates against this group risks alienating customers.
Other kinds of diversity
There are other kinds of diversity that are important in organisations, critical for managers to deal with effectively, and also potential sources of unfair treatment.
These types of diversity can also affect how employees are treated in the workplace. For example, employees differ from each other in how attractive they are, and in terms of body weight. Whether individuals are attractive or thin or
unattractive or overweight, in most cases, has no bearing on their job performance, yet sometimes these physical sources of diversity end up influencing advancement rates and salaries (Fredman 2002:125). Clearly, managers need to ensure that all employees are treated fairly, regardless of their physical appearance.
In each of their managerial roles, managers can either promote the effective management of diversity or derail such efforts. Thus, managers are critical to this process. For example, in their interpersonal roles, managers can convey that the effective management of diversity is a valued goal and objective, can serve as a role model and institute policies and procedures to ensure that diverse organisational members are treated fairly, and can enable diverse individuals and groups to co-ordinate their efforts and co-operate with each other both inside the organisation and at the organisation‟s boundaries (George & Jones 2006:114).
Managers play a crucial role in ensuring that neither large nor small disparities in treatment and outcomes due to irrelevant distinctions such as race or ethnicity occur in organisations. Moreover, managers have the obligation, both an ethical and a business perspective, to ensure that such disparities do not occur and are not tolerated in organisations.