According to the Oxford Advanced Learners’ Dictionary, “Diversity refers to variety in the field of concern. However, Leopold, J. et al (2005) refers to managing diversity as a belief that all individual differences should be valued and recognized. It is in this context that diversity has become center of concern in most organizations. It is believed that employing a more diverse workforce could enhance an organization’s service or products to a wider range of clients or customers. It is also said that diversity emphasizes for four main reasons, namely maximizing the resources available in the labour market, maximizing the potential within the organization’s workforce, creating business opportunities through the employment of a diverse workforce and organizational sustainability in different cultures. On the contrary, it is also important to unveil the demerits of diversity to enable organizations to make their own better and sound decisions for their organizations. Emphasis has it that changes to composition of the working population, patterns of workforce participation and consumer markets have prompted the emergence of the “business case for diversity.” In this respect it is the aim of this essay to discuss that “Diversity makes good business case.” To begin with, observation has been made that, recently diversity has been the solution for maximizing resources available in the labour market. As alluded earlier on that employing a more diverse workforce could enhance an organization’s service or products to a wider range of clients or customers. For example, Deloitte and Touche, a decade ago had to introduce a positive organizational culture after an alarm bell sounded on the high rate of men and women turnover in the firm, Susan E. Jackson, et al (2003). It was observed that with the new culture, members of the majority and minority subcultures felt respected and equally expressed views and influenced decisions in the firm. Nonetheless, the new culture also earned the firm the return of lost talented and dedicated men and women. In this respect, it can be argued that Deloitte and Touche had to adopt the diversity approach in its employment system to enhance its organizational service or products to a wider range of clients. According to this view, it can be concluded that at a larger extent, diversity makes good business case. This is also evidenced by Jackson, S. et al (2003) that benefits associated with diversity includes attracting the best talent, lower turnover of valued employees, improved productivity and better customer service. Therefore, diversity indeed makes good business case. A further observation on diversity making good business case reveals that proponents of the managing diversity approach, argued that diverse work groups generate richer ideas and solutions than homogenous groups, Leopold et al (2005 ). As the saying goes that no two people are equal. It is therefore suggested that for organizations to enhance their organization’s service or products, there is need to employ a variety of workforce from different avenues such as age, sex, race, religion and ethnicity avenues. It is common sense to note that, these avenues are representatives of the clients or customers for the organization. In this regard, a variety of ideas on the needs of clients or customers can be easily sourced out. It can be said that religious festivals such as Christmas for Christians and Diwali festival for Hindu Asian populations, can make good business. For instance, Littlewoods store in Leicester, United Kingdom managed to overcome its competitors by sponsoring a school competition to design Diwali posters that were displayed in the heart of the Asian Communities. Apart from granting off duty to believers of Hindu faith, a special stall with a Diwali banner, stocking popular family gifts was set aside in the store for Hindus. With such diverse, it is reported that the store profited financially. It is therefore, apparent...
Bibliography: Hornby, AS. (1991) 5th ed. Oxford Advanced Learners’ Dictionary. Delhi, Oxford University Press.
Jackson, S.E.,Schuler, R. S. (2003) 8th ed.Managing Human Resources through Strategic
Leopold, J,; Harris, L.; Watson, T. (2005) The Strategic Managing of Human Resources. London. Prentice Hall.
Luthans, F (2011) 12th ed. Organizational Behaviour. Singapore. Mc Graw Hall Companies.
Robbins, S.P., Judge, T. A., Campbell, T.T., (2010) Organizational Behaviour. London. Prentice Hall.
19TH MAY, 2012
Please join StudyMode to read the full document