Diversity in the workplace based on gender

Diversity in the workplace based on gender

Chapter 1: Introduction

Diversity has become the catchword for organizations in the 21st century, and even though organizations realize the issue of diversity must be addressed, few are actively moving toward effective diversity initiatives. The subject of diversity within the workplace can evoke an array of emotions, as some view diversity as something to be dealt with rather than a tool to be used to improve the organization.

Many will agree that the results of a diversity-conscious organization add value to the organization, yet research evaluating diversity for the sake of developing training interventions does not exist (Dahm, 2003). Organizations need to make progress toward multiculturalism, which includes eliciting employees' perceptions of the extent of discrimination and prejudice, the fairness of rewards, the accessibility of important information, and the opportunity for career advancement (Comer & Soliman, 1996).

There are some organizations that have attempted to educate and train employees in a diverse workforce setting but have failed to take into consideration employee behavior, human development needs, and employee motivations. Hanover and Cellar (1998) noted that although some companies report reduced attrition and increased promotional rates of women and minority groups, only a few have evaluated diversity training from an empirical perspective.

One empirical method of evaluating the work environment is through needs analysis, which is essential in the development of a complete diversity program. Utilizing empirical method evaluations should be used whenever possible (Dahm, 2003). This study explored possible differences in gender, race, age, and salary level in a single organization utilizing a “needs analysis instrument that evaluates the diversity climate in the organization” (Dahm, p. 1) through the perception of the employees.

The most fundamental term for cultural diversity is inclusion. Organizations that include employees ultimately make those employees feel valued. An “inclusion breakthrough,” coined by F. Miller and Katz (2002, p. 2), is a vital element to the success of the organization. Employees, who feel they are part of the process, whether by providing input, sharing best practices, or being included in the decision-making process, are less likely to leave an organization. The differences that each person brings to the organization should be leveraged to strengthen the organization (Dreachslin, 2007).

Statement of the problem

The problem is that organizations have a difficult time measuring the cultural climate as it pertains to the diversity between race and gender as well as salary level and generational differences (age). Given the lack of this information, organizations do not have the empirical data needed to ensure they are positioned to implement an effective diversity program.

Hypothesis

H1: How gender and race of the participants and their perception of the diversity impact within organizations.

Chapter 2: Review of literature

The issue of gender employment started since equality has been the common issue to the business organizations. This involves male and female functions in the workplace. The controversies regarding gender differences during the past decades show that women who are employed at lesser trained jobs have lower pay ...