Human Resource Management_ HRMT 603 and Code
Employers have a duty to accommodate employees by eliminating barriers to current employees, clients and prospective employees that is a result of practices, rules or physical barriers that has or may have an adverse impact on individuals protected under the Employment equality act. At times, workplaces have policies, practices, behaviors and rules that are equal to everyone yet they create barriers that are based on useless group characteristics. Equality is not the ability to treat people equally but to accommodate and value differences in people. Employers thus have a duty to identify and eliminate practices that have a discriminatory impact on employees (Gillian, 2014). When individuals feel the need to hide and not be themselves at the palace of work, they are less likely to be fully engaged as part of the team. For instance, an employee may feel that his disability or sexual orientation cannot be revealed because of fear of reprisals. Such restrictions can impact on an individual capability to being involved in organizational activities resulting in increased absenteeism, low staff morale, decreased productivity and even an increase in the levels of turn over (Gillian, 2014). Organizational leaders have a great role to play in setting the tone towards increased inclusiveness and diversity considering the benefits of diverse teams. Studies cite multiple benefits of a diversified work force including enhanced employees creativity, increased productivity, competence as well as diverse experiences. Regardless of the benefits to that diverse employees present, managing a dives team is not an easy task for management. It remains a challenge in an organization as managers need to relentlessly learn and adapt to new managerial skills needed in a multicultural work environment (Kreitner & Kinicki, 2001).
Inclusion policies are one way to achieving this. At its most basic level inclusion policies can ensure that no one feels discriminated because their age, gender reassignment, disability, maternity and pregnancy, marriage and civil partnership, race, religion and belief, sex, sexual orientation(The Equality Act ). Imminently, an inclusive working environment can allow people to be themselves at work. One way that inclusivity can be promoted in the work place is to allow for policies that understand discrimination and its implications in the organization. Therefore, such policies should fully support the dynamic and distinct preferences in every employee. These policies should provide same employment opportunities and promotions to everyone and also promote secure communication environment like weekly social gatherings and meetings that are inclusive and integrative (Kalev et al., 2006).
As with any other policies, employees report mixed feelings with regards to inclusive policies. Women have in most cases regarded inclusion policies as a positive in the work place, equal pay patterns and recruitment even for STEM related work is indeed satisfactory (Kalev et al., 2006). Employees are now recognized regardless of inherent differences, LGBT communities seem satisfied with work inclusion policies especially with support network such as the Gay, Lesbian, Bisexual or Transgender Employees (GLOBE), which advocates for equal employment opportunities and also provides support to employee’s right to freedom of choice (Mustafa & Tatli 2016). Married couples are also happy, where unlike before shared parental leave programs give maternity leaves for both male and female partners. In addition, inclusion policies supports the growth of each individual regardless of diverse differences by recognizing the involvement and participation of employees through the Employee Resource Groups (ERGs), which is a joint corporate-sponsored group that provides network support and contributes to professional development of employees.
The most baffling and recalcitrant challenge in the workplace is dealing with employees who are resistant to change. Resistance to change is exhibited in multiple ways and it is expected that some employees will object to the inclusion policy (Kreitner & Kinicki, 2001). Organizations can deal with this situation concretely in steps like dealing with attitudes of resistance. The steps include emphasizing on the importance of change and even motivating employees to feeling that way. In essence, inclusivity in the work place is ubiquitous in today’s organization and there is therefore need for acceptance. Management can in this case emphasize on setting new performance standards for all employees while encouraging them to think differently.Many other factors are involved in ensuring that policies are accepted, one include effective communication. There is also need to affectively control the implementation process and also the timing so as to aid in coordination (Kreitner & Kinicki, 2001). There is also need to create room to allow for alteration, since new circumstances, laws and regulations may come in necessitating change.
Altogether, the first phase to building a strong foundation for inclusion policies is through a formalized network. Complete inclusivity can only be accomplished by understanding different perspectives of the employees and embedding it in the organizational culture. Through individual accountability, creative communication and diversity training, organizations inhabit the change it envisions. Nonetheless, the journey towards an inclusive work place is unending. Organizations must be constantly devising approaches to refine inclusivity policies including mapping employees journey from their perspectives so that inclusivity can be focused on from every touch point. This work cannot be done in a vacuum but only through learning from, sharing with and giving support to others (Kalev et al., 2006).
Employee Resource Groups (2013).Organizational Change work- life Effectiveness. Retrieved from www.catalyst.org/knowledge/topics/ergs-employee-resource-groups&sa=U&ved=0ahUKEwimkJ-7wcHQAhVqAcAKHWwFCfUQFggSMAI&usg=AFQjCNFkNsKArWyYt_e636v2AdIVyoHBCg
Gillian, M. (2014).The Effects of Cultural Diversity in the Workplace. Journal of Diversity Management, 9(2):89-92
Kalev, A., Dobbin, F., & Kelly, E. (2006). Best practices or best guesses? Assessing the efficacy of corporate affirmative action and diversity policies. American Sociological Review, 71:589–61
Kreitner, R & Kinicki, A.( 2001). Organizational Behaviour( 5th edn.). New York: McGraw Hill.
Mustafa, B.O & Tatli, A. (2016) Gender identity inclusion in the workplace: broadening diversity management research and practice through the case of transgender employees in the UK, The International Journal of Human Resource Management, 27:8, 781-802, DOI: 10.1080/09585192.2015.1042902
Human Resource Management_ HRMT 603 and Code