As identified earlier in the text, Workplace diversity denotes a set of individual differences between employees in an organization. As a concept that is increasingly becoming an essential industrial matter, it is very essential for managers to understand it. However, of central importance are the various elements that comprise the concept and why its management is of value. Traditionally, diversity was seen as constituted of culture, religion, newcomer status, and ethnicity. However, in the modern times, it has been revealed that diversity goes beyond these to include elements such as geography, politics, economic status, gender, language, beliefs, abilities, disabilities, interests, and skills.
Konrad and Pringle (2006) identified in his study that managing diversity is invaluable to an organization. Diversity often increases or reduces employee and overall organizational diversity. Diversity means that each employee brings along a new and unique idea of doing things. However, to ensure that these various ideas are translated into increased productivity, it requires an efficient management. If employee diversity left unattended, it means that each employee will approach a task in own unique way, and this is likely to cause conflicts among the employees. For instance, where a work team has been assigned a task, the members are supposed to approach it as a team.
However, where diversity management is lacking, each employee will deem his or her way of doing things as the most appropriate, and thereby overlook the essence of another’s. This eventually leads to conflicts, which eventually results to an inadequate achievement of the team. While this is the case, if proper management in which a comprehensive process and procedure of doing things, which incorporates each diverse employee’s diverse attribute, has been set out, it means that employees work harmoniously towards goal achievement. In this regard, diversity management eliminates the differences mostly identified with a multicultural workforce in a way that gives rise to the highest productivity level for not only the organization but also the employee.
According to Konrad and Pringle (2006), diversity management often explore the various talents, alongside capabilities that the diverse workforce presents in order to set up an inclusive and wholesome environment, which could be told as safe for differences. As such, diversity management helps the workforce to avoid practicing undesirable experiences such as rejection, and from this, it follows that the full potential for each employee. This means that diversity management creates a sense of belonging, raises the level of self-belief among the employees, increase their morale, and satisfaction. Given such a working environment, the motivation among the employees is often high and this raises the chances of increasing productivity, and subsequently, competitive advantage.
The significance of diversity management could also be understood by taking legal issues into account. According to Stockdale and Crosby (2004), while workforce is an essential opportunities to an organization, it can also bring critical issues. For instance, since diversity means the presence of the disabled and the minority, the potential of inequality prevailing in an organization is high. There might be cases where the minorities are subjected to maltreatments by other employees. They might be bullied and their access to given organizational entitlements, which are meant for each employee, restricted. Where such issues occur, the likelihood of an employer facing legal issues is high. The employer might be sued for his or her inability to comply with the various laws that govern diversity and these include the Fair Work Act 2009. However, if the employer manages diversity effectively and efficiently, such legal issues are hard to come by (Konrad & Pringle, 2006).