HRD & DIVERSITY

Human Resource Development and Diversity

[Name of the Institute]



Human Resource Development and Diversity

Introduction

In globalization imposes new ways of managing human resources business sooner or later be taken to achieve a competitive advantage. The benefit of the diversity of human resources does not imply that companies should hire any person because otherwise they may be labeled as discriminatory. The concept of diversity in human resources means that the quality is diversity, not uniformed. The best way to ensure diversity is to hire people to fill all the positions in the company by capacity. The best trained / a behaviourally technical and not always have the same profile (Sluis & Kokhuis, 2009, 17-19).

If you hire people just for the profile without giving priority to the performance is logical that there will be a very homogeneous workforce (all of a certain age and gender of x with x features) but the performance leaves much to be desired. Meritocracy ensures diversity and the diversity of staff is an indication that the company has chosen the most capable to perform the task.

In the context in which they operate organizations currently, classical management structures are meaningless. Traditional companies, monolithic, and interested only way to monetize immediately will have difficulty competing in a changing environment increasingly fast. To date, models of human resource management advocated professionals, consultants and academics have been raised on the grounds that workers constitute a generic category and homogeneous (Lund & Colin, 2010, 145-187).

Concept and Measurement of Diversity

Although, at first glance, the concept of diversity may seem simple understand, we will see its definition is actually really complex. A Broadly speaking, we could say that diversity is “a property of groups work measuring the heterogeneity of its components in relation to a series of personal characteristics.” However, this concept tells us little if we are not able to outline two issues: the type of attributes that are valued and possible relationships that can occur between different types of diversity. Will it work as a group that is very heterogeneous as to the origin of members than one with a very high degree of gender diversity? Can we expect the same effects of age diversity to diversity ethnic?

The answer to all these questions seems clear, but the situation becomes even more complex if we consider that the characteristics that describe the diversity members of the group may be related to each other (Melkman & Trotman, 2011, 65-68). E.g. be logical to think that members of the same age group with very different also present various degrees of experience or equipment with high diverse origins are also heterogeneous in terms of the values ??of their workers. Therefore, to understand the real consequences of the diversity, it is necessary first to define the attributes that individuals may differ. Broadly speaking we could say that the working groups can present two types of heterogeneity (Githens, 2008, 37-40):

Demographic diversity that describes the heterogeneity of the group in a series primary attribute, directly observable, ...