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Diversity, a Communal Reality

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Diversity, a Communal Reality
Diversity, a communal reality. The conception of diversity is perceived that an individual is unique based on their biological characteristics. The significance of diversity is often credited in a workforce - this diversity can be along the magnitude of an individual’s age, gender, race, physical ability or disability, tenure, religion, sexual orientation or even their physical appearance - ugly, pretty, tall, short (Patrick & Kumar, 2012). The topic on managing the workforce is highly important when discussing today’s rise in organizations. This essay will touch on the benefits and challenges in workforce diversity along with the role of different religious beliefs in businesses. Consequently, managing workforce diversity is vapid but it is crucial in an organization’s infrastructure so employees would provide highest productivity. In consistent with Pantea & Pantea( n.d.), the impact of diversity regulation will affect the organization’s costs, market share, workplace environment, employee attitudes, human resources, and productivity. As the workforce continues to become more diverse in the future, management is important to keep the organization intact and to cope with hiring and retaining employees (Lawsson, 2009).The effect of workforce diversity has its benefits and challenges. As mentioned by Kormanik & Rajanc (2010), valuing workforce diversity means to understand that there are benefits to a diverse workforce, if managed resourcefully. Before going into the importance of diversity in a workplace, key points relating to the changing demographics in different countries and globalization (culture, language, or religion) play an important role in the significance of diversity. Management promotes variety because it is believed that diversity and inclusion gather various skills that work together to achieve a goal, as using different set of skills ignites retention and productivity, this can be proven by Hur (2013). By Kirby & Harter (2003): A proof of


References: Bassett‐Jones, N. (2005). The paradox of diversity management, creativity and innovation. Creativity and innovation management, 14(2), 169–175. Bleich, E. (2011). What is Islamophobia and how much is there? Theorizing and measuring an emerging comparative concept. American Behavioral Scientist, 55(12), 1581–1600. Davidson, M. J., & Cooper, C. L. (1992). Shattering the glass ceiling: The woman manager. Paul Chapman Publishing. Hur, Y. (2013). Racial diversity, is it a blessing to an organization? Examining its organizational consequences in municipal police departments. International Review of Administrative Sciences, 79(1), 149–164. doi:10.1177/0020852312467613 Jayne, M Kirby, E. L., & Harter, L. M. (2003, January 1). Speaking the Language of the Bottom-Line: The Metaphor of “Managing Diversity.” Retrieved September 13, 2013, from http://job.sagepub.com.ezproxy.ubd.edu.bn/content/40/1/28.full.pdf+html Kormanik, M Lawsson, R. D. (2009). Identifying and Managing Diversity of Workforce. Business Intelligence Journal, 2(1), 215–253. Loden, M. (1996). Implementing diversity. Irwin Chicago. Mcllvain, A. R., & Freedman, A. (2007, January 8). “Islamophobia” Affects Workplaces, Says Group. Retrieved September 14, 2013, from http://www.hreonline.com/HRE/view/story.jhtml?id=8977188 Milliken, F Mkono, M. (2010). An Analysis of Zimbabwean Hotel Managers’ Perspectives on Workforce Diversity. Retrieved September 13, 2013, from http://thr.sagepub.com.ezproxy.ubd.edu.bn/content/10/4/301.full.pdf+html Monica Boldea, & Ionuţ Drăgoi Patrick, H. A., & Kumar, V. R. (2012). Managing Workplace Diversity Issues and Challenges. SAGE Open, 2158244012444615. Pennington, R. (2009, December 24). Shaking Hands In The Muslim World. Retrieved September 14, 2013, from http://muslimvoices.org/shaking-hands-muslim-world/ Sacirbey, O The World Factbook. (2013, August 22). Retrieved September 13, 2013, from https://www.cia.gov/library/publications/the-world-factbook/geos/bx.html Tilcsik, A

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