The subject matter of this paper is workplace diversity. The study is conducted to explore how companies manage workforce diversity and its consequences to the company’s existence as well as examine how companies’ deal with challenges that comes with employees from diverse cultural backgrounds. The research therefore answers the question `Has workplace diversity contributed to organizational success`. Because diversity covers a wide range of human attributes and qualities, The research is limited to the required tools for managing workplace diversity, advantages and disadvantages of managing a diverse workforce. Five companies in Finland and Ghana have been studied in order to acquire answers to the question that is being focused on. To gather the required data for this thesis, the author has mostly used the current material that contains Human Resource Management studies. Qualitative research method has been used to gather and analyze the data on the companies. To answer the research question as well as obtain and practical and relevant information on each company, the author conducted an interview on three of the companies, and gathered information on the internet on two of the Companies. The result shows that workplace diversity plays an effective role in some companies. However inadequate mentoring and guidance could cause a company low productivity. For this reason there must be regular improvement in ways to effectively manage a diverse workforce as the world keeps advancing. In the conclusion, the findings of the thesis were indicated, which states that workplace diversity has contributed to more productivity but some factors such as differential treatment could hinder its successful implementation and hence company success. Big companies are more passionate about diversifying their workforce and see its implementation as a norm and continuously strive to improve diversity management, whereas small companies see it as a choice and evitable when they feel it a burden or cannot effectively manage it.
Effects of protected classes have in perceived discriminatory workplace practices
Factors to Consider in adopting a diverse workforce-Company type ,Organisational culture ,Company Location
Effective mentoring Program Cultural mentoring plays an important role in managing a diverse workforce; it orients employees from different cultural background about the new activities or environment they have found themselves in
The concepts in diversity management “Diversity Management can be defined as the process of planning, directing, organizing and applying all the comprehensive managerial attributes for developing an organizational environment, in which all diverse employees irrespective of their similarities and differences, can actively and effectively contribute to the competitive advantage of a company or an organization.
As concerns grow that a thinning labor force due to retirement will lead to worker shortages, it becomes critical to support positive employment outcomes of groups who have been underutilized, specifically older workers and workers with disabilities. Better understanding perceived age and disability discrimination and their intersection can help rehabilitation specialists and employers address challenges expected as a result of the evolving workforce. Methods Using U.S. Equal Employment Opportunity Commission Integrated Mission System data, we investigate the nature of employment discrimination charges that cite the Americans with Disabilities Act or Age Discrimination in Employment Act individually or jointly. We focus on trends in joint filings over time and across categories of age, types of disabilities, and alleged discriminatory behavior. Results We find that employment discrimination claims that originate from older or disabled workers are concentrated within a subset of issues that include reasonable accommodation, retaliation, and termination. Age-related disabilities are more frequently referenced in joint cases than in the overall pool of ADA filings, while the psychiatric disorders are less often referenced in joint cases. When examining charges made by those protected under both the ADA and ADEA, results from a logit model indicate that in comparison to charges filed under the ADA alone, jointly-filed ADA/ADEA charges are more likely to be filed by older individuals, by those who perceive discrimination in hiring and termination, and to originate from within the smallest firms. Conclusion In light of these findings, rehabilitation and workplace practices to maximize the hiring and retention of older workers and those with disabilities are discussed.
There is evidence that there will be a greater number of older people, and therefore a higher prevalence of disability, in the workforce in the coming years due to workforce needs and the desire of workers to stay in the workforce longer. Unfortunately, the mature workforce and workers with disabilities are too often seen as a problem to be dealt with, rather than a workforce opportunity which can be leveraged [7]. In order to take full advantage of the resources of these groups, it is crucial that every effort is made to understand and eliminate discrimination in the workplace.
The issue of age discrimination in employment is not new, and significant research has been conducted to date to examine the ensuing problems. This research suggests that employers discriminate against older workers during the job application process. Once on the job, age discrimination is prevalent and impacts the job security, deployment, retention, and promotion of older workers.
Ineffective management of the aging workforce and a non-accommodating environment may contribute to claims of discrimination.
As the average age of the workforce rises, workers with impairments and functional limitations will comprise a larger percentage of our workforce; the incidence, severity, and duration of disability is likely to also increase. In order to address the issues that face this increasing number of vulnerable workers, it will become increasingly important to identify proven strategies for encouraging employees to return to a productive role at work as soon as is reasonable. Workplace accommodations can be low cost and effective, allowing workers to be more productive. However, commonly provided workplace accommodations often target younger employees, while older employees may not receive the accommodation that they need to be productive—for example, 50% of older adults report no accommodations for visual impairments. When a limiting condition is attributed to age, individuals may be less likely to recognize the need for accommodation, and even when the need for accommodation is acknowledged, they are less likely to have their need met . Other research suggests that workplaces may be ill-equipped to respond to needs of the aging and disabled population. A survey of human resource professionals discovered that employers were much less familiar with accommodations for visual and hearing impairments than for other types of disabilities, felt such accommodations were more difficult to make, and had made such accommodations much less frequently. Since loss of visual and hearing acuity is more common in older workers, this lack of experience in making accommodations lessens the likelihood that employers are prepared to deal with these needed accommodations.
The high prevalence of charges relating to reasonable accommodation under the ADA (27% of all charges) and ADEA/ADA filed jointly (17% of all charges) suggests that closer attention to this process is needed within workplaces. Research reveals that when a return-to-work or disability management program is in place, human resource professionals report it contributes to compliance with anti-discrimination legislation by raising supervisor awareness, creating an organizational structure for accommodations, and raising acceptance of employees with disabilities within the organization. All these can create a positive workplace culture that supports the retention of older workers, as well as those with disabilities.
Employers will be better able to accommodate individuals who are able to express their accommodation needs, so workers need to be informed about their rights regarding accommodation and coached in appropriate ways to approach an employer to request accommodation. Replacing experienced workers is a costly alternative. These employees have distinct performance advantages, particularly in roles that require advanced skills, training, and knowledge of the company’s business processes, people or customers. Age-related changes in physical and cognitive abilities can raise adaptive challenges for older working adults, but with optimal person-environment fit and attention to the increased variability to be expected among older employees, many can continue to work safely and successfully. Providing accommodations tailored to the individual also reduces the likelihood of such workers leaving the workplace and migrating to long-term disability benefits.
There is a great deal of variability in the needs of older workers, in terms of type of disability and needed accommodation. However, the relatively high prevalence of certain conditions (and charges) can provide useful information to employers who would like to create a more accommodating workplace for aging and disabled workers. Analysis of ADA and joint ADA/ADEA charges demonstrates that many of the most common bases of discrimination charges are similar across these two protected groups (see Fig. 3). Among older workers who filed joint ADA/ADEA charges, orthopedic/structural back impairment, nonparalytic orthopedic impairment and heart conditions were the most commonly-cited bases. Heart conditions, diabetes and cancer are more common bases among the joint filers as compared with ADA single filers, likely because these conditions are more common among older people protected under the ADEA.
With special attention to the more common conditions (and common bases for complaints) among older workers, employers can be more proactive regarding interventions and/or accommodations for particular conditions. A ready example might be doing an ergonomic assessment in positions requiring heavy lifting, where there is an aging worker cohort and therefore a higher likelihood of orthopedic or musculoskeletal injury. Company wellness programs might include classes related to nutritional, exercise and other life styles changes to lower the risk of heart disease. Employee Assistance Programs can highlight classes and support services for depression, perhaps targeting the issues of older workers. Introducing or heightening awareness of existing flex-time and flex-place policies may also afford older workers and those with disabilities needed policy modifications around time and attendance that may facilitate retention by accommodating specific needs presented by particular health conditions.
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