Introduction
Diversity, generally defined in lexicons and dictionaries, is a variety of something such as an opinion, color, or style. Basically, it is referred to simply as a difference. However, in a more complex setup such as the workplace, diversity can include a variety of differences that covers race, gender, age, personality, education, position, et cetera.
In a company with a wide assortment of employees, diversity can largely affect interactions. This situation poses a tough challenge to the human resource professionals who will have to be able to handle and effectively implement fair policies that will address this issue.
The rapid change in technology, the demand for skills and education, an aging workforce, and greater ethnic diversification in the labor market is continuously changing the employment/work landscape. And more so, in this age of globalization, organizations come face to face with the fact that diversity will definitely increase significantly in the coming years. The success of a company in terms of operations then depends on how it will be able to recognize the need for immediate action and its willingness to spend resources on managing diversity.
Given this reality, this paper aims to investigate the various organizational behaviors born in the context of diversity in the workplace and the various techniques that managers can employ to manage conflicts arising from such situations.
Discussion
Identifying Differences
Whether it is just an organization or a large-scale company, the success and competitiveness of a highly varied workforce are hugely dependent on its ability to embrace diversity and realize its benefits. In truth, organizations actively assess their handling of workplace diversity issues has more chances of developing an effective management system that can surpass conflict. Given this, one of the most important phases is being able to identify the differences that exist within the workplace.
“In an effort to organize thinking about different types of diversity, several researchers (Cummings, Zhou, & Oldham, 1993; Jackson, 1992; Jackson, May, & Whitney, 1995; Maznevski, 1994; Tsui, Egan, & O’Reilly, 1992) have suggested ways of categorizing different types of diversity. One common distinction is between diversity on observable or readily detectable attributes such as race or ethnic background, age, or gender, and diversity with respect to less visible or underlying attributes such as education, technical abilities, functional background, tenure in the organization, or socioeconomic background, personality characteristics, or values,” (Cummings et al., 1993; Jackson et al., 1995; Tsui et al., 1992). (Milliken & Martins, 1996)
There is a tendency to believe in diversity in terms of differences in observable or readily detectable variables such as race, ethnic background, and gender alone. However, this kind of ID can also carry underneath the differences in perspectives, assumptions, and causal beliefs. Therefore, identifying existent diversities within the organization or company can be on a multi-level format. As a probable base for identification, these classifications are good, but on the level of thorough analysis, a multi-layered measuring stick should be considered to truly narrow down the significant areas that create divide and conflict.
It poses a major challenge then to organizational management within an organization or a business structure. Its human resource needs a careful and thorough process wherein all these nuances be identified to be able to better facilitate particular issues that come along with it. Moreover, hard as it may be, new processes must be open for testing, review, and criticism among the parties concerned prior to implementation.
Managing Conflict
In a workplace where diversity thrives, it is no surprise that conflict will co-exist alongside. It may also be worth noting that these conflicts may not necessarily be confined to work matters alone. The fact is, each individual’s personality is a great contribution as to how it relates itself to the task or job description. In which case, it is not a race neither religion alone that can spur conflict. Values and personal beliefs, which are not bound by race nor religion, or culture, can also spur professional struggle.
“Conflict, as defined by Hellriegel, Slocum, and Woodman, is “the process in which one party perceives that its interests are being opposed or negatively affected by another party” (p. 362). Sometimes conflict that be a positive force within an organization, while at other times, it is a negative force. An example of conflict as a positive force is that the creation and resolution of conflict may lead the company to constructive problem-solving. It may also lead people to search for ways of changing how they do things. The conflict resolution process can ultimately be a stimulus for positive change within an organization” (Hellriegel, Slocum, and Woodman, 1988, p. 364). (Hellriegel, Slocum and Woodman, 1988)
When conflicts arise within an organization, the management makes organizational decisions that may post short-term or long-term consequences within their organizational structure. Sometimes, the decision-making may entail trade-offs between conflicting objectives or consequences. As a result, solutions are provided to address a particular issue, yet, these can also create traps of their own. Social traps may harm or affect the dynamics of groups of varying sizes and varying social or psychological distance regarding a particular decision-maker. For instance, in organizations, key people who make decisions based on varying degrees, like social ties with others affected by the consequences of their decisions or in the absence of personal ties, the ability to identify psychologically with the experiences of those affected. (Barry & Bateman, 1996)
While conflict transpires between individuals, it would be best to see it processed and resolved in a collaborative manner. Meaning decisions will not come from just one entity or individual. Neither will the management take it on its own despite the claims to objectivity.
A possible way to address workplace conflict management is a step-by-step approach no matter what style the manager is employing. This process-oriented technique proposes a systemic approach to workplace issues. In so many ways, this teaches the leader to follow a systematic approach to resolving a conflict.
Trouble Shooting
The existence of conflict in a highly diverse work environment can work in two ways. The most common perception is that it will manifest negatively, in particular in the attitude of the employees. Tension, stress, anxiety are just but a few of the possible negative effects. If not addressed, these feelings/behavior may have a deep and lasting impact.
“Workplace managers must be sensitive to the consequences of conflict. These consequences range from negative outcomes (such as loss of skilled employees, sabotage, low quality of work, stress, and even violence) to positive outcomes (such as creative alternatives, increased motivation and commitment, high quality of work, and personal satisfaction),” (Hellriegel, Slocum, and Woodman, 1988, p. 365).
Conflicts may also affect the turnover of people and may derail the company or the organization from its goals and expected output.
On the opposite extreme, conflict arising from diversity can or may also yield positive results. When problems arise, management is forced to employ diversity management, which, if done properly and efficiently, can develop systems and processes that will be beneficial to the affected parties. It can also teach people lessons in finding better ways to communicate/relate to people who are not from similar backgrounds. On the developmental side, it can enable leaders as well as followers to help each other find new ways to change how they do things.
In cases like this, it is crucial for the trouble-shooters to not fall prey to a forcing style referred to as the “assertive and uncooperative behaviors and reflects a win-lose approach to interpersonal conflict.” This style is mainly defined as one which relies on coercive power and dominance to resolve the conflict. Typically apparent in this style is that the person who is trying to solve or propose a solution to the dilemma believes in the truth that one side must win and that one side must lose (Hellriegel, Slocum, and Woodman, 1988).
Meanwhile, groups, wherein diversity management is seen as the integration of minority-group members within a prevailing culture, majority-culture actors may see diversity initiatives mainly benefit a psychologically distant or abstract set of organization members.
In so many ways, these impressions and perceptions create the impetus to more tension. The affected individuals are tempted to react, possibly in the form of resistance, on the basis of social distance between self and others. It is thereby crucial to know that the key decision-maker who fails to see the outcome and severe consequences of his actions as affecting others with whom he or she identifies is less likely to internalize the costs of the action.
Conclusion
As nations progress toward a more global practice, it is certain that a major mix will be seen. Already, there are perceivable as well as changes applied within the business and work environments in many localities all over the world to give way to cosmopolitanism. As peoples of differing nationalities move from their place of origin to totally new environments, products, as well as cultures, traditions, and practices, are brought along. The same things happen when multinational corporations move or establish new branches from one country to another.
Diversity at work will be a moving force toward the development of new systems and processes, especially in organizational management. In this paper, we have identified the probable kinds of diversity that will be present in an organization as well as analyzed the possible positive and negative effects of each in the context of conflict management. Indeed, there are both significant pros and cons to a highly diversified workplace. The fact remains, human capital is a strategic asset and that each individual puts in a contribution towards a particular group goal.
A heterogeneous mix then implies that diversity may be able to post a great opportunity for a company or organization once its nuances and hurdles are surpassed.
The variety becomes a great asset that can bring in a greater range of perspectives, skills and even generate more high-quality solutions compared to a less diverse group.
“Also, if an organization overcomes resistance to change in the area of accepting diversity, it should be well-positioned to handle other types of change enabling improved flexibility” (Iles & Hayers, 1997)
However, placed in this setup, wherein opinions mix and ideas collide– the greater the amount of diversity in a group or an organizational sub-unit – makes the team pretty much less integrated. Moreover, higher the level of dissatisfaction and turnover are undeniable adverse consequences. It will also be a big cautionary marker for human resources to always keep probing and discovering new ways and processes to handle conflict arising from such a mix.
“A group’s performance and attribution processes are likely to be important in determining how people feel about their membership in a diverse group. If the group does well, and members attribute their success to their diversity, they may begin to feel proud of their accomplishments as a group, which could foster higher levels of satisfaction and social integration within the group. Thus, receiving positive feedback about a group’s performance may help to counteract some of the initial negative effects diversity can have on members’ affective reactions to the group” (Milliken & Martins, 1996)
Team leaders then should be more aware of the performance implications of clashes between diverse units within the organization because this same resource that can provide a competitive advantage and progressive edge to the company may also be a performance disadvantage to others. (Richard, 2000)
Diversity thus appears to be a double-edged sword, increasing the opportunity for creativity as well as the likelihood that group members will be dissatisfied and fail to identify with the group.
Therefore, in so many aspects, the meaning of diversity now is above and beyond the traditional view that once focused primarily on gender and race and reflects the broader perspective of workplace diversity today. It now encompasses personality, work style, all the apparent identifiers like gender, race, or ethnicity up to the sub-influences like religion and education. Embracing differences and leveraging differences are significant to the one mission for the benefit of the organization.
The myriad of issues, conflicts arising from a highly diversified workforce beset the human resource group of an organization. It is both bloodwork and a blessing. To find one significant solution to handle diversity conflict would be almost near to impossible. The fact remains; there is no “best way” to manage diversity. Each and every group/company will most likely have its own identification, selection, and means to create diversity initiatives as well as implement them. Success is anchored on the business needs and workforce issues as well as situational factors, such as the organizational culture and workplace environment.
Finally, the zeal, strength, of commitment of the organization combined with human resource leadership will determine whether the organization successfully manages workplace diversity toward competitive gain.
References
Milliken, Frances and Martins, Luis (1996), Searching for Common Threads: Understanding the Multiple Effects of Diversity in Organizational Groups, The Academy of Management Review.
Hellriegel, Don, John W. Slocum, Jr. and Richard W. Woodman (1988) Organizational Behavior, 8th Edition.
Barry, Bruce and Bateman, Thomas (1996) A Social Trap Analysis of the Management of Diversity, Academy of Management Review, Vol. 21, No.3.
Iles, P., & Hayers, P. K. (1997) Managing diversity in transnational project teams: A tentative model and case study. Journal of Managerial Psychology, 12(2): 95-117.
Richard, Orlando (2000) Racial Diversity, Business Strategy and Firm Performance: A Resource-Based View, The Academy of Management Journal, Vol.43 No. 2.