Notesale: Turn your study into money

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Globalisation – wokrforce diverse – more important to develop strategies
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EQUAL WORKFORCE IN THE UK
past 50 yrs changed radically – more diverse genger, age, race, ethnicity, sexual orientation, political
religious belief
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(CIPD 2012) TOP 5 diversity and equality issues recent survey:
1) Gender: 1971 to 2012 UK female paticipation 56 to70%, 51 of workfore is female in the UK
(Wanrooy, 2013), working more often in public sector, part time –often low skilled, insecure,
low paid – hardly E and D
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But training, support for development ,
promotion still issues
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Pay
differentials: man woman evident differenttial, UK Equal Pay Act (1970) – helped to narrow it
but pay gap still exists
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Canada (Drolet and Muumfod 2012), Denmark (Gupta and
Erikkson 2012) similar
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3) People with disability: UK 2% (Wanrooz 2013), more likely to be unemployed for longer,
choice of job restricted, likely to be low paid, less attractive ALTHOUGH disability
descrimination legislation have improved past decade(woodhams and Corby 2007)
4) Age: dempographic change, legislation, labour shortaged = increased recognition of the need
for age equality, UK 24% over 50 – this continues to grow (Wanrooy 2013), age
discrimination significant problem, olders disadvantage, - promotion + training (Riach 2009),
according to line managers: older –less able to cope with changes, training, technology, less
interested in career, more sick, cost more money to employ, positives: more loyal,
conscientious, better interpersonal skills, lower turnover rates, more efficient
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Business and human rights resource centre despite policz
rhetoric, homophobia +discrimination still common - msotly financial services
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(Stonewall 2010) Workplace Equality Index –analysing the
plocoes of organisations and support LGBT –awards to the best 100 in UK – many of these
firms are large, smaller firms slower to respondwith formal policies on this topic, but
providing better work climate
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UK – positive action – special support, encouragement for disadvantaged groups, not positive
or reverse discrimination, except for disability legislation
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Liberal approach,
concentrates of equality of opportunity rather then equality of outcome (seelection process,
due to irrelevant criteria)
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Target needed in under represented occupations = firefighter, police officer, armed forces
(where small number of ethnic minorities are employed or senior management roles wherhe
small number women) these targets not enforcable by UK legislation in contrast to some
othe country BUT organisations encouraged to commit themselves voluntarily to
improvement goals and to support this commitment with support for disadvantaged groups
= special training courses + flexible employment policies
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United Arab Emirates – aim: force
employment of home nationals who are often unemployed as a result of the appointment of
foreign expatriate workers
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Merit and
performance amid concerns that the employment of home nationals would negatively
impact on business performance
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PROBLEMS WITH EQUAL OPPORTUNITIES APPROACH
Assumption: equality achieved with fair procedures being used and monitored, it will enable
minority groups to achieve fair share of what employment has to offer
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Summary: considered simplistic and attempting to treat the symptoms rather than the
casues of unfair discrimination
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Involves> everyone, benefits everyone,
attractive message to employers and employees too
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Focus on valuing difference rhather than finding a way of
coping fairly with it, whereas equal opportunities approach minimised difference, MDA
treatsw difference as a positive asset
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, offers benefits and advantages for employes
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Company discriminating for some reason will be curtailing the
potential of available talent
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Run as
private sector company with private sponsors
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Manager
making hiring decisions was directly responsible for ensuring the diversity of their team,
external efforts to recruit a more divverse range of people – recruitment evenings –aimed at
specific communities, blogs by BME (Black and Minority Ethnic), Paralympic Games
important package - emphasis to hire disabled, LOCOG launched access now a scheme that
guaranteed disabled people an interview if they meet basic criteria
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EOA driven by HR function, managing divesity is seen to tbe the responsibility of all
managers
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Problems with MDA
Positive side revitalising the equal opportunities agend, strategy for making more progress
on the equality front, but still slow to materialise
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Hence only very few
organisations quoted as MDA + workforce of those that are so described are not necessarily
more diverse than those of other organisations
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In practise problem> (Verbeek and Groeneveld 2012) investigates the effectiveness of 3
types of diversity policy in improving ethnic minority representation: assigning responsibility
for the policy within the organisation, tiebreak preferential treatment (selecting the ethnic
minority candidate if the applicants are equally qualified), use of quotas
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Study
demonstrated difficulties with all three policies + failure to increase ethnic minority
representation, 1 – didn’t lead to substantial action (content empty) – goal without policu
instrument, 2- no mroe effective as it was either not implemented or implemented with
effects opposite to those intended
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1 approach: identify + celebrate individual differences +
expose and challenge prejudices via training, 2: organsiations seeks to develop the capacity
of all
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Individualism approach based on dissolving random differences, not ones
accuring due to membership of a particular social group, advantage: inclusive, invovles all
members of the organisation
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Significant criticism of managing diversity: business case
being unreliable because will only work in certain contexts (Atkinson and hall 2009)
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UK managers
driven by short term budgets, economic benefits of equality may only be reaped in longer
term
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Implementation problems too with diversity approach
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Concers about diversity management,
originatedi n the USA will it work in other country??? Where context different, terms of
demogrpahics< history< equality initiatives, concerns about whether diversity can be
managed at all given that individual differences dervie from compelx societal constructions
far beyond the organisation‘ s influence
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to see equal opportunities and managemetn of diversity as alternatives threatens to
sever the link ebtween them and may threfore be detrimental to organsiational objectives
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Implications: workplace Employee Relations Survey 2011 found 76% or oganisations had
equal opportunities or diversity policies or statements up from 73 in 2004 and 64 in 1998
(Wanrooy 2013) Public sector and larger organsiation more likely
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Creegan 2003: race equality action plan stark difference between paper and practise
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3) Communication:: open communications, consulatations, variety of methods
4) Training: awareness raising programmes may be helpful, concepts should be part of
induction and line manager training
5) Measurement: regular audits essential to review and evaluate progress, demonstrate
business benefits, organisational and employee data, emplyoee attitude surveys,
performance review, benchmarking, networking, celebrating success will aslo promote
and reinforce equality and diversity
MAJOR DIFFERENCES BETWEEN EOA and MDA
EOA: Purpose: reduce discrimination, Approac: Operational, Case argued: Moral and ethical,
Responsibility: HR, personal department, Focus: groups, Perspective: dealign with different needss of
different groups, benefits for employees: opportunities improved for disadvantaged groups,
primarily through setting targets, focus on management activity: recruitment, remedies: changing
systemnd and practices, monitoring success: changed processes
MDA: P: utilise emplyoee potential to maximum advantage, A: Strategic, C A: Business case-imrpoved
profitability, R: all managers, F: Individuals, P: integrated, B: opportunities improved for all
employees, F: Managing, R: chaning the culture, M: business outcomes
Increasing support for EO and MD to be viewed as mutuallysupportive
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