Using the Diversity Management Competencies Model to Manage Diversity Effectively

Past research has not provided a comprehensive model to manage diversity. This research paper seeks to build a comprehensive Diversity Management Competencies Model (DMCM) which identifies the competencies required to manage cultural diversity effectively in the workforce in Australia. Given the increasing levels of multiculturalism in Australian society, managers within any industry now need significantly more competencies to manage diversity effectively. The DMCM will help organizations and managers to identify and build these competencies

The effects of human resource management practices on employees’ organisational commitment.

Purpose: This study aims to examine the effects of human resource management (HRM) practices on organisational commitment (OC) in the Middle Eastern context. Design/methodology/approach: Survey data were collected from 493 front-line employees across a variety of industries in Jordan. A structural equation modelling analysis was performed to delineate the relationship between HRM practices and OC. Findings: A test of the model was conducted using a path analytic approach hypothesising that HRM factors influence OC. The findings indicate that the causal model is consistent with the data and contributes to a fuller understanding of the association between HRM practices and OC. Originality/value: This is the first study that represents a little-researched area of recent times and even less so in Middle Eastern countries. The findings of the study offer new perspectives on how HRM practices have direct and indirect effects on employees’ OC and would assist in reshaping the HR policies in organisations located in the Middle Eastern regions

Cultural Diversity Competencies of Managers in the Australian Energy Industry

Australia has one of the most culturally diverse populations in the world with 27% of the population born outside Australia. This has resulted in increasing diversity in the Australian Energy Industry. Managers within this industry need a much greater level of capability in managing cross culturally. Yet organizations have not focused adequately on developing these diversity management competencies. This study developed an original model called the Diversity Management Competency Model (DMCM) based on a comprehensive review of the literature. The model consists of four quadrants which encompass understanding self, understanding others, workplace analysis and workplace application. The model was used to investigate the extent to which managers in this industry believe they have developed diversity management competencies. The sample consisted of thirty managers from the electricity industry in Victoria (Australia). The sample was obtained through the use of an extensive network of personal contacts and the snowballing process. Every attempt was made to gain participants from across the industry (from generators through to retail distributors of electricity). The participants included functional managers; principally in operations and maintenance and in support functions like procurement, finance and human resources. Some participants were contacted through their employing organization while other participants were contacted directly. A total of thirty managers were interviewed for the research. The managers participated in individual semi structured interviews of approximately thirty minutes. Each interview was conducted on an individual basis, either face to face or via the telephone. The main research question investigated the extent to which managers in the Victorian Energy Industry believe they have developed the competencies identified in the DMCM to effectively manage diversity in the workplace. Analysis of the data indicated that the level of competencies possessed by managers in Quadrant 1 was “Moderate”. Participants were able to provide some examples of the steps they took to improve diversity awareness. They also indicated that they possessed a learning orientation and were able to revise their own strategies to manage diversity. However, the responses indicated that managers had a “Low” level of competencies for the other three quadrants which included understanding others, workplace analysis and workplace application. Participants really struggled to provide examples to support the competencies identified in the last three quadrants. The DMCM can be used to identify competency deficiencies and organizations can provided management development programs to address these deficiencies. In addition, the model can be used as a screening device in the recruitment process

Managerial skills shortages and the impending effects of organizational characteristics: evidence from China

Purpose The purpose of this paper is to examine the perception of skills shortages, namely, skills scarcity and skills deficiencies among managers, and its relationship with organizational characteristics. Design/methodology/approach The study used a quantitative approach and data were collected from 243 managers working in China. Multivariate analysis of variance and box plots were employed for data analysis. Findings The results revealed that organizational characteristics were found to have a significant positive impact on managers’ skill levels, and hard-to-fill vacancies caused by skills shortages were found in all types of organizations. Existing and deficient skills were also identified as affecting all organizations. Practical implications The results suggest that organizations would benefit from the adoption of a system supporting internal retention, training and development and external recruitment to close the skills gaps. Originality/value This is an empirical study that provides an insight into the skills shortages from a multi-organizational context. It highlights the effects of organizational characteristics in relation to skills shortages and provides a foundation to support the skills needed in the context of national and global organizations. </jats:sec