Current Problem In Workplace And A Solution



Table of Contents

Table of Contents2

CHATPER I3

Introduction3

Background of the study5

Limitations of the study8

Implications for future research9

Aims and objective of the Study10

Related research questions10

Chapter II12

Review of Related Literature12

Human resource management practices and workforce diversity12

Diversity practices in recruitment12

Diversity practices in training and development14

Diversity practices in performance appraisal16

Diversity and remuneration18

Challenges and benefits of workforce diversity20

Research questions22

CHAPTER III23

Proposed Research Methodology23

Data collection23

References25

CHATPER I

Introduction

Diversity may be defined as the presence of differences among members of a social unit (Jackson et al.? 1995). Diversity is an increasingly important factor in organisational life as organisations worldwide become more diverse in terms of the gender? race? ethnicity? age? national origin and other personal characteristics of their members (Shaw and Barrett-Power? 1998). Today? the workforce comprises people who are different and share different attitudes? needs? desires? values and work behaviours (Deluca and McDowell? 1992; Morrison? 1992; Rosen and Lovelace? 1991).

In Australia? current demographic trends indicate that the composition of the workforce is changing. Australians now comprise people from more than 130 different language backgrounds. More than 220 nationalities are represented in the population. Over 42 per cent of Australia's population were either born overseas or have at least one parent who was born overseas. About 17 per cent of the population in Australia speak a language other than English at home. About 21 per cent of Australia's small businesses are operated by people of non-English speaking background. In addition? it is expected that 20 per cent to 25 per cent of the Australian population will be of Asian origin by the year 2030 (Nankervis et al.? 1999).

In spite of the growing importance of workforce diversity? very little empirical research has been done to assess management of diversity in Australia. The need for better management and utilisation of diversity in the Australian workforce has been identified by the Industry Task Force on leadership and management skills as one of the challenges facing organisations in Australia and affecting their performance? development and effectiveness (Industry Task Force? 1995). However? recent research into diversity management practices in the Australian manufacturing industry indicated that the performance of these manufacturing organisations was only mediocre (Dagher et al.? 1998). The denial of people management problems creates an atmosphere that leads to inefficient utilisation of large numbers of employees? especially those who are different in terms of race? gender? age? religion? lifestyle and appearance and leads to the inefficient functioning of the corporation with a resulting negative impact on the corporate bottom line (Fernandez? 1991).

This paper focuses on “multiculturalism”? one of the most important aspects of workforce diversity in the Australian workplace. This study sought to assess whether organisations in Australia are using effective human resource practices to manage workforce diversity. The results of this research will provide significant contribution to the effective management of workforce diversity in Australia.

Background of the study

There are a number of explanations for the absence of good diversity management practices in Australia. Firstly? workforce diversity has assumed the status of a key success factor in business and ...