Introduction
Discrimination and equality are the two most important factors in business today since they define an organization’s ability to promote greater creativity, strengthen workforce and improve production and profitability. According to Janicijevic (2010), cultural ethics and gender differences are major issues of concerns in the discussion of diversity. Therefore, there is need for equality at workplaces. In spite of key legislations that already exist to encourage diversity and reduce inequality, it is crucial to mention that bias and discrimination against left-handed people in workplaces are still prevalent. This paper explores the importance of understanding diversity and equality towards left-handed people and its effectiveness among leaders in business organizations. The essay evaluates the effects of poor management of diversity alongside inequality. The paper also outlines key recommendations on how workplace diversity can be enhanced in order to take care of the needs for both left and right-handed people.
Brief background on culture and left-hand dominants
Quinn (2005) observes that the left-handed people constitute about 10% of the total world population. Discrimination against this group through unfavourable cultural associations has been evident in a number of societies. Several societies and religious groups have created rules and ideals that greatly favoure the use of right hand (Quinn, 2005). For instance, the religious “right hand of God” asserts that those who have fallen are on the left hand of God or the “left hand path’ and they are associated with black magic. In addition, Satanism is part of the cultural association that has negatively impacted the lefties (Quinn, 2005). Beyond the social associations, many societies and workplaces consider these groups to be barbaric, dishonest and awkward.
Some manufactures have also designed tools for right-handed people that are massively produced. In some workplaces, left-handed dominant workers are exposed to the difficulties and dangers of using tools which range from simple knives, power saws to other huge machineries. Besides, researchers have concluded that in most workplaces, different states still exercise bias in paying wages to their workers based on how effective they are in using machines and equipment. In most cases, right-handed workers receive more than their left-handed counterparts. Janicijevic (2010) explains that the current notion of diversity and equality in workplaces is a reflection of a paradigm shift from the past. Most organizational managers and leaders are inclined towards discriminating the lefties (Palmer, 2009).
Leadership, culture and gender differences in workplace
Janicijevic (2010) argues that an understanding of diversity and equality by leaders in businesses is perhaps one of the most important aspects when creating social harmony and enhancing performance at workplace. If business leaders, manufactures and professionals would fully embrace the concept of diversity, everyone can be fairly represented with an opportunity to maximize latent potential (Hoch, 2013). A number of organizations such as Toyota Motors Company and other leading retailers have demonstrated massive growth and consequently captured huge market shares. The latter is partly attributed to their strong adherence to the virtue of embracing diversity. However, the latter should be guided by clear articulation of a given business culture.
Besides, the level of expectation by employees in a workplace environment dictates how they view various aspects related to tasks assigned to them (Janicijevic, 2010). In businesses where discrimination is rife, most left-handed employees’ expectations may be limited by their duties. On the other hand, right-handed counterparts may have higher perceptions since they are entrusted with the formulation of strategies to achieve stability in organizations. The different perceptions are influenced by the type of responsibilities, tools used, culture and gender bias that are held in high esteem by most management teams. As indicated earlier, leaders in business organizations should be able to bring harmony by creating an environment where all workers value each other (Hoch, 2013). Therefore, political and business leaders should appreciate gender, culture and bias against left-handed individuals differently from their juniors because they have to acquire additional knowledge and focus more in offering the necessary leadership (Janicijevic, 2010). However, this notion has come under vast criticism due to democratic management of organizations. Leaders must become vital icons in generating effective perceptions and abolishing bias in order to develop organizations that can be deemed to be profitable (Palmer, 2009).
In his review of leadership and cultural affects in organizational management, Janicijevic (2010) points out that organizational culture is one of the factors that dictate perception of workers and management teams. As indicated earlier, organizational culture entails the beliefs, values, and relationship among workers in a firm. In most instances, the expected outcomes, commitment, and innovations fall within the cultural jurisdiction. A business leader should create a positive culture that embraces the diversity of the workforce so as to enhance creativity and innovation (Palmer, 2009).
In conclusion, cultural and gender differences influence the performance of a business organization and may also dictate the perceptions of new and old workers. However, leaders must be able to cultivate harmony and embrace diversity by treating both left and right-handed workers equally.
References
Hoch, J. E. (2013). Shared leadership and innovation: The role of vertical leadership and employee integrity. Journal of Business and Psychology, 28(2), 159-174.
Janicijevic, N (2010). Business processes in organizational diagnosis. Management: Journal of Contemporary Management Issues. 15(2), 85-106.
Palmer, D. E. (2009). Business leadership: Three levels of ethical analysis. Journal of Business Ethics, 88(3), 525-536.
Quinn, P. L. (2005). On religious diversity & tolerance. Daedalus 134 (1), 136-139.