Defining Diversity: the Evolution of Diversity

DEFINING DIVERSITY THE EVOLUTION OF DIVERSITY by Camille Kapoor 1. INTRODUCTION WHAT IS DIVERSITY? The concept of kind encompasses acceptance and respect. It means understanding that each respective(prenominal) is unique, and recognizing our individual differences. These posterior be along the dimensions of race, ethnicity, gender, informal orientation, socio-economic status, age, physical ability, religious beliefs, political beliefs, or other ideologies.It is the geographic expedition of these differences in a safe, positive, and nurturing environment. It is about understanding each other and moving beyond simple perimeter to embracing and celebrating the rich dimensions of alteration within each individual (cited from http//gladstone. uoregon. edu/asuomca/diversityinit/definition. html). 2. PURPOSE OF THE PAPER This look into news report was conducted to see the evolution of diversity definition crossways the industry, specifically in hospitality industry.This qualitativ e question use transformation Task Force study which conducted in 2001 to confirm the definition of diversity, whereby diversity foundation be concluded as all characteristics and experiences that define each of us as individuals (Kapoor, 2011). On fall out of that, the purpose of this study is to illustrate the emergence of diversity concept into charge discussions, to discuss how the definition of diversity has broadened over time to become much inclusive, to present current concerns with a broad-based diversity definition, to put by researchers own definition of diversity (Kapoor, 2011) . DISCUSSION ON FINDINGS 3. 1 The Emergence of transformation Concept into Management Discussions establish on the researchers findings, the entrance of diversity concept into management discussions was traced as first as 1978 based on Supreme Court Case of Regents of Universiy of California v. Bakke. In 1987, report by Hudson Institute known as Workforce 2000 stated that women, blac ks, Hispanics and immigrants would make up 85 percent of new job seekers by the year 2000.In addition, this study similarly pointed out, more and more individuals be likely to drop dead with hatful who are demographically different from them in terms of age, gender, race and ethnicity. The formulation of 1964 urbane Rights Acts, Executive Order 11246 and Equal Employment Opportunity Commission (EEOC) in 1965 made it illegal for companies to break up in the hiring or managing employees on the basis of race, colour, religion, sex or national origin.It is also requires organization to fall upon affirmative action to overcome past patterns of discrimination. In the following year, the protected classes expanded to implicate whiten women, veterans, tidy sum over the age of 40 and people with physical or mental disabilities. In 1990s, researchers began promoting the bloodline case for diversity as part of the reaction of observation that more diverse workforce tin enhance the overall business.Then, managing diversity become one of the economic interest and companies were warned that a separateure to in effect manage their diverse workforce would lead to poor performance or even place the connections image at risk. In late 1990s, the recognition that diversity is a reality end be seen and that a companys successes rely on their ability to effectively manage their workforce diversity. Managing diversity focuses on understanding people as individuals, rather than making assumptions about the needs and potential of individuals based on whether that person is of a specific gender or ethnic group.Managing diversity could also be understood as an equality strategy because it claimed to be able to recognize employees differences, date ensuring that policies and procedures did not treat them inequitably. The above emergence on diversity concept further corroborate by Hanappi-Egger and Ukur (2011) in below summary table of National forms of diversity manage ment. This research summarizes the evolution or evolvement of diversity management cross the world.Table 1 National Forms of Diversity Management Mobility of diversity management across borders Concept Affirmative action Equal Employment Diversity management ancestry case for diversity Opportunities management Year of Inception Mid 1960s and early 1980s Mid 1970s to early 1990s 1983 to 1990s 1990 Countries that adopted USA 1961 USA, Canada, UK, Australia, 1983-1990 in the US 1990-USA South Africa 1998 South Africa 1997 in the UK 2004-Australia Kenya 2007 1998 in the South Africa 1999 in Australia 2000 in Europe 2003 in Asia Intended beneficiaries Blacks, women, Hispanics, Women, racial minorities, White able-bodied males, corporate organizations native Americans, Asians persons with disabilities, also non-traditional aboriginal people employees Focus Numerical representation, Barrier elimination, Learning about others i. Business and strategic hiring compliance numerical representation, those who are different advantage reporting Cultural value revivify past wrongs Egalitarianism, meritocracy Inclusiveness, respect for Business advantage difference Intended value Representative workforce at Fair employment policies andAwareness of difference Business profits all levels access to practices better improved interpersonal and employment for disadvantagedrepresentation supportive intergroup communication groups climate human relations, skills attitude castrate Source Adopted from Hanappi-Egger and Ukur (2011) data obtained partly from Kelly/Dobbin (1998) and Agocs/Burr (1996) 3. 2 How the Definition of Diversity Broadened everyplace Time According to this research, there were two general approaches to understand workforce diversity being veritable in mid-2000s as below Narrow View define diversity nevertheless as it link up to equal employment opportunity and affirmative action focusing on r ecruiting and hiring a group of people of special races, genders or cultures. Broad View define diversity as a concept which includes every way in which people can differ attempts to maximizing the potential of all employees in draw a bead on benefit to the organization.However, the above definition of diversity further expanded when Diversity Task Force conducted a study in 2001 which emphasize on The importance of including secondary dimensions of an individual into the diversity definition such as communication style, work style, organizational role/level, economic status, and geographic origin besides only focusing on primary dimensions such as race, ethnicity, gender, age, religion, disability and sexual orientation. The focus on people with non-visible differences such as sexual orientation. However, the focus is more on how their thinking styles, problem solving approaches, experiences, competencies, work habits, and management style can contribute to diversity evoluti on. The importance to include diversity dimensions which relevant to piece of work such as educational background, work experience, job status, tenure, learning style, and personality type. The differences even within the particular group.All the above evolution in diversity definition further supported and expanded in The iv Layers of Diversity dimensions by Gardenswartz and Rowe (2003). Compared to Narrow View and Board View approached established in mid-2000s to define diversity, The quartet Layers of Diversity explained below dimensions in defining diversity Personality deals with the stable set of characteristics that establishes ones identity inner Dimension represents characteristics that strongly influence peoples attitude, perception and expectations of others. These include factors such as age, gender, race, sexual orientation, or ethnicity External Dimension represents personal traits that we can exert control or influence over.They include factors such as incom e, personal and recreational habits, religion, education, work experience, appearance, marital status and geographical location organisational Dimension represents factors pertaining to the organization itself and includes work field, division or unit, seniority, union affiliation, management status and functional level. (Hanappi-Egger and Ukur, 2011) 3. 3 Current Concerns With a Broad-based Diversity Definition This research also highlights some concerns pertaining to broad-based diversity definition in current environment Difficulty to implement diversity initiatives lead to dissatisfaction among employees in the organization. Broad definitions of diversity can obscure issues of intergroup inequality because the management put more focus on managing individual differences that might defile intergroup relations. Promotions on diversity programs is yet to prove its effectiveness especially in diversity training.The result of the research conducted before were still ambiguous in its conclusions. Initial intention of the management to adopt a more broadly defined approach to diversity management become a problem when employee perceive it as management is dealing with individual differences rather than equity. The upbeat naivety of the diversity paradigm may fail to acknowledge past discrimination and therefore may prevent organizations from preventing future discrimination and racism stated that the organization should acknowledge the cultural and social diversity of where the organization exists so that the management able to weaken proper and suitable diversity initiatives. 4.Researchers Own Definition of Diversity as Conclusion Based on the study conducted, the researcher concludes that the finding is able to confirm the definition of diversity as per The Diversity Task Forces definition that is all characteristics and experiences that define each of us as individuals. However, the researcher has highlighted some concerns with broad definition of dive rsity that discrimination might appear unintentionally as a result of primary and secondary dimensions of diversity. Further, it is also emphasized the importance of recognizing that individuals with similar primary dimensions may look at very different secondary dimensions.