Understanding Diversity Management in Cyprus' Organizational Context

Andri Georgiadou, ‘Understanding Diversity Management in Cyprus' Organizational Context’, paper presented at the 2nd Global Conference on International Human Resource Management State College, Pennsylvania, USA, 14-15 May, 2015.The purpose of this research is to examine the business case for cultural diversity in an organization in Cyprus. It seeks to contextualize issues around diversity within the current peculiar politico-economic environment, and identify the drivers as well as barriers to diversity in the company. The business case has been argued as rationalization for introducing diversity management initiatives (Jones, Jones, Latreille, & Sloane, 2009); here the research examines the situation within the specific organization and attempts to link diversity policies to the perceptions of employees on organizational culture and effective diversity management. The focus for the research was as follows: What does the literature say about the management of cultural diversity? What are the drivers towards the management of cultural diversity at the organization? What are the barriers and resisting forces to the management of cultural diversity at the organization? How can upper echelons in the organization achieve effective cultural diversity management? More specifically, I focus on the connection between diversity, employees’ perceptions of their organization, and their sense of organizational culture and leadership.Peer reviewe

History of Human Resource Management: It’s Importance in Adding Value to Organizational Success in Gaining Competitive Advantage

Human Resources are the most important factor in attaining highest levels of organizational success by gaining competitive advantage in today’s diverse business world. In order to understand the concept of Human Recourse Management entirely, researchers enlightened different phases/Origins of HRM.  Researchers attempt to find out the importance of human resource management in Organizational culture by discussing the roles of Human Recourse Management and its diversity by elaborating the different types of HRM practices implemented in the organizations and their particular impact on the organizational performance. Researchers conclude authentically after discussing deeply about the HRM concept that the proper n effective application of HRM in Organizations results in organizational success by attaining competitive advantage. Keywords: Organizational Success, Competitive Advantage, HRM, Strategic HRM, Human Capital, Physical Capital

Awareness, Empathy, and Intention: Creating Constructive + Responsive Structures of Diversity, Equity, and Inclusion

Diversity, equity, and inclusion (DE&I) are three concepts widely understood as integral to positive organizational development. In a capitalist world, these notions are purposefully ignored or superficially discussed for financial and social gain. Prioritizing empathy, compassion, equity, and inclusion as worthwhile endeavours resist those tokenizing and disingenuous systems. This thesis explores the current perfunctory treatment of DE&I in organizations and examines how to incorporate intentional and human-centered values into organizational culture through intersectional thinking, applied empathy, and organizational storytelling. Recognizing lived experiences and personal narratives as equally valuable to quantitative data, this study entrusts both the individual and the organization with a responsibility to diversity, equity, and inclusion

Employment equity in Canada and South Africa: a comparative review

The South African Government has sought to redress the historical legacy of workplace discrimination by introducing the Employment Equity Act (1998), which was largely modeled on the Canadian Employment Equity Act. Although there is very little comparative information between South Africa and Canada, we fill this gap by reviewing the literature in both countries, highlighting common features of the legislation, discussing the effectiveness of legislation in both countries as well as the progress made by the designated groups covered by the legislation. This paper provides a background on the rationale for employment equity and associated human resource management policies in both Canada and South Africa. The analysis is largely based on institutional theories of organizations. Our evaluation provides overall conclusions for policy makers and organizational leaders, taking into consideration socio-historical, political, and demographic differences between the jurisdictions. Issues include top management commitment, organizational culture, Black economic empowerment, and diversity policies and practice

Gender Undone: Confronting Bias in the Nuclear Field

In the face of evolving security needs, diversity is critical in nonproliferation, nuclear security, and other related fields. Despite multiple studies highlighting the need for gender balance and diversity in the nuclear nonproliferation and security space and targeted recruitment and capacity-building efforts by the International Atomic Energy Agency and states, gains in the representation of women (as well as historically underrepresented groups) have been set back by the gendered effects of the COVID-19 pandemic and slow cultural change at nuclear facilities and organizations. This issue is in large part due to the inability of initiatives aimed at diversity, equity, inclusion, and accessibility (DEIA) to deal with the structural biases of who belongsin nuclear security. Accordingly, this paper will address potential solutions and good practices for reforming organizational nuclear security culture in the United States. Integrating policies to actively confront and undo structural biases and gendered assumptions about women in nuclear security is the start of building DEIA into the broader nuclear industry and its associated organizations. Although bias is an inevitable symptom of the human condition, employers in the nuclear field can work to check biases by integrating DEIA values and assumptions that deal with gender representation into the organizational culture. This paper finds that significantly more transparency and public data reporting is needed in the sector to understand the scope of the challenge and posits the creation of a DEIA nuclear security organizational culture more reflective of DEIA values to strengthen nuclear security and improve the diversity of the nuclear field in the long term

Moderating Effect of Organizational Factors on the Relationship between Diversity Management Strategy and the Performance of Public Universities in Kenya

This study was designed to establish the effect of organizational factors on the relationship between workforce diversity management on the performance of public universities in Kenya. The study utilized descriptive correlational survey research design with emphasis on descriptive and analytical designs to put into perspective the effect of organizational factors on the relationship between workforce diversity management and performance of public universities in Kenya. The population of the study constituted all the public universities in Kenya. This being a census study, the data was collected from all registrars in charge of human resource management and administration in all public universities, by use of questionnaires. This study employed the test-retest technique to ascertain the reliability of the data collection instruments. The findings obtained from this study are useful to the following people: Scholars and academicians; can use the findings of this research as a contribution towards the existing knowledge on workforce diversity management related studies. Students and academicians wishing to carry out research in the field of workforce diversity management can use this study and its findings as a source of literature. This study provides policy makers in public Universities and other institutions of higher learning with alternative and appropriate interventions that can be employed for attaining successful workforce diversity management. On overall significance, organizational factors did not have significant moderating effect on the relationship between workforce diversity and university performance in that they had an overall significance value greater than the set p-value ? (Overall significance = 0.057). However, on individual significance, the degree of moderation varies from one organizational factor to another with University act/statutes, University culture and location of the university all had significantly moderate positive effect (rxy.z = 0.269 p-value = 0.024, rxy.z = 0.285 P-value = 0.019 and rxy.z = 0.270 P-value = 0.014) respectively. This implies that the presence of University act/statutes, University culture and location in the correlation model improves the relationship between workforce diversity and universities performance. The study was based on the premise that workforce diversity influence performance but this influence is moderated by a number of organizational factors. The study results supported this premise in that workforce diversity was found to significantly and positively affect performance with forty eight point six percent of the performance being explained by workforce diversity. Key words: Organizational Factors, Diversity Management Strategy and Performanc

HUMAN CAPITAL HETEROGENEITY AND ORGANIZATIONAL PERFORMANCE ANALYSIS: AN EMPIRICAL STUDY ABOUT INTERNATIONAL HOTEL CHAINS IN TURKEY

Today, workforce diversity is not only a legal requirement for organizations, but it is also a must to survive in a highly competitive business environment. The prime motive for this study is to investigate the relationship between workforce diversity and perception of discrimination. The basic hypothesis of the study is that as the workforce diversity increases, the perception of discrimination decreases. In order to test the hypothesis, a survey is carried out international hotel chains in Istanbul. There are 19 international hotel chains in Turkey. In this study research is designed to understand human capital heterogeneity pattern of international chains of hotel industry and how this contribute organizational culture strategically that help to manage organizational performance much more efficiently with cross sectional data. Globalization of markets, changing demographics in the labor market, new business strategies requiring team work and the shift from a manufacturing to a service economy are the prime reasons for human capital heterogeneity (HCH). HCH improves the organizational capabilities in terms of flexibility, creativity, problem solving and competitive advantage. Especially in the service sector, in order to gain competitive advantage, organizations need a diverse workforce for both understanding the diverse needs of customers and answering to these needs in a prompt and proper way

A Double-Edged Sword: Organizational Culture in Multicultural Organizations

The primary premise explored in this paper is that organizational culture has the potentialfor even greater impact in multicultural organizations than mono-cultural ones because an organization\u27s culture can intensify both the benefits and the challenges of employee cultural diversity, and thus indirectly, affect organizational performance, organizational learning and competitive advantage. The assumptions underlying this contention and relationships among variables that contribute to the impact are explored in this paper, along with practical organizational implications. This study analyzes the dimensions of the \u27vitality of development\u27 of banking systems. Fuzzy synthetic decision analysis was used to construct and evaluate an index of the vitality of training, assigning and development, to offer banks new perspectives and methods of assessment. In this study, we analyze a vitality index for human resources development in banks. As regards uncertainty, the factor weights for the vitality index were determined by using the Fuzzy Delphi Method (FDM). Through the process of fuzzy synthetic decision (FSD) analysis, the model calculated the relative importance for each dimension of the mean factor. In this empirical study of commercial banks, the priority rank for the five dimensions are as follow: Efficiency, Leadership, Business Culture, Talents and Strategy

Comparison of Workforce Diversity in Public and Private Business Organizations

Potential of human resource has always been considered as at the heart of a business organization. An effective human resource can not only ignite the organizational excellence but it also is a cornerstone for the consistency of optimal level of business performance. This research paper aims at one of the most discussed areas in the literature related to human resource management called “Workforce diversity”. Right from the start of modern business practices public and private business organizations came into existence and so the difference in human resource focus of both of these types of business organizations. Focus of this study is to explore the difference among employees of both types of above mentioned business organizations keeping in view the level of workforce diversity in their respective organizations. Study is unique because it addresses the research gap found after extensive literature review. The said research gap is that no such study has been done before in literature keeping in view Pakistani business environment. Target population comprising of banking sector, health and medical services sector was studied and brought under light by taking a sample of 150 employees. In order to analyze the acquired data statistical tools like independent t test and frequency test were also applied for better results and findings. Findings of the study states that there exists huge difference among employees working in public and private sector organizations due to conception and application of workforce diversity in both of these business organization types. It was also found that middle and operational levels of workforce are more diverse in comparison with top levels of workforce. Workforce diversity is properly planned in most of the private organizations while public sector organizations are still lagging behind. Due to significantly highlighted importance of organizational performance in public sector organizations; public sector is now improving application of workforce diversity in its practices. Keywords: Workforce Diversity, Public & Private Sector, Culture, Organizational Performance

HRM in Spain its Diversity and the Role of Organizational Culture: an Empirical Study

Many research studies have evidenced the lack of consensus existing on the impacts of diversity in the workforce of companies. Thus, new studies are demanded to consider new intermediate (moderator or mediator) variables in the relation between diversity and results. This research study proposes a management model that considers the role of organizational culture and the human resources system itself as mediator constructs, assessing their impact on work groups. These relations have been evaluated by means of a sample of 102 companies located in the region of Andalusia (Spain) using Structural Equation Modeling (SME) according to the PLS (Partial Least Squares) technique for the analysis of data. Our results have shown the key role played by human resources policies in the effectiveness of social processes, contributing to the study of intermediate variables in diversity model. Finally, its limitations and practical implications are discussed