Cultural Diversity in the Workplace

Course: Cultural Diversity in the Workplace
Course Text: Carr-Ruffino, N. (2007). Managing Diversity: People Skills for a Multicultural Workplace. Pearson Custom Publishing.

Part 1
Read first, then answer the question below:
Management should cater to employees, especially to the 1% of special needs employees, not for their impairments but for their talents and skills with their impairment’s. Creating a policy for the Beauty Salons is needed to continue the implementation of the new diversity policy and continue to maintain employee satisfaction which leads to greater diverse recruitment and job satisfaction which leads to job loyalty.
Question:
Do you agree that job satisfaction leads to job loyalty?

Part2
Read First, then give comments or thoughts about the article below:

Wentling (1997) addressed initiatives for implementing diversity policies in work settings akin to many of your recommendations in a more broad sense. I welcome any follow-up comments you may have to the truncated article below. Please remember to cite all third party content in the body of your post, as well.
Article:
Components of Effective Diversity Training Programs
These components can be used by human resource development (HRD) professionals in developing diversity training programs in their organizations, or as guidelines for comparison. Our study confirms previous research that program success depends on many organizational aspects, especially commitment and support from top management. This raises the important question of what HRD professionals might do to insure and maintain management support in firms where training is already being conducted, as well as how they might “sell” diversity training to management when they feel it is needed. Human resource development professionals need to make top management aware that productivity and profits depend on full utilization of the workforce.

An effective diversity training program begins with identifying the specific organizational needs and culture. Every organization has a culture of its own, shaped by the people who founded it and staff it. And due to workforce makeup, diversity needs vary greatly; for example, a company in northern Illinois will have very different needs than a company in Miami, Tucson, or Los Angeles.

Our study indicates that effective diversity training is:

integrated with the organization’s education and training systems
combined with other diversity initiatives within the organization
delivered to all employees (including top-level managers)
planned to include accountability

Ongoing evaluation is critical to the success of any diversity initiative. A clearly focused evaluation plan can bring the organization to a place where it can see its successes and then create a “re-vision” for the future, with new goals and implementation initiatives. Without concrete, long-term information about a program’s strengths, weaknesses, and impacts, it is impossible to improve content and delivery. Evaluation is also a way to fight against critics, and its results may provide support for continuing with diversity programs.
Trends
The experts we consulted agree that workforce diversity will become an increasingly important trend for the following reasons:

more globalization of corporations, which will lead to a more global workforce, marketplace, and economy
diverse work teams will become prevalent in organizations
diversity will become more of a business concern than a social concern, and be more closely linked to competitive strategies
diverse populations will make and spend more money, and this increase in wealth will empower diversity
senior managers will become more involved in diversity issues because they will realize that the diverse workforce needs to be better utilized in order to remain competitive
more training professionals will face the challenge of dealing with backlash
diversity training will be integrated more with other types of training

The task of managing diversity in the future may not be an easy one, especially with the potential for backlash. History has shown that the struggle for greater inclusiveness of all people has not been easy. Civil right laws, political events, and wars all attest to this difficulty. Recent attacks on affirmative action provide new evidence that diversity remains a controversial topic. HRD professionals need to be prepared to deal with the inevitable possibility that not everyone will accept diversity as a worthwhile goal.

Organizations of the future must place more emphasis on valuing and managing diversity, or watch their productivity and competitiveness slip. A long-term perspective on diversity initiatives, together with integration with other organizational change efforts, will be needed. Diversity efforts should be linked to organizational needs and objectives through need assessments and evaluation. These efforts can substantially increase the company’s productivity and profits over the long run.

More information is available from the following individuals at NCRVE, University of Illinois, 345 College of Education, Champaign, IL 61820: Rose Mary Wentling, (217) 333-0807, FAX (217) 244-5632, [email protected] or Mildred Griggs, (217) 333-0960, FAX (217) 333-5847, [email protected]

Rose Mary Wentling is an associate professor of Human Resource Development in the Department of Human Resource Education at the University of Illinois. She teaches graduate courses in diversity, strategic planning, and organization development. Her two major areas of research interest include diversity in education and the workplace and the career development and aspiration of women in management.
Reference:
Wentling, R.M. (1997). Diversity initiatives in the workplace: Work in progress at the University of Illinois. Center Work, 8 (2). Retrieved from http://vocserve.berkeley.edu/CW82/Diversity.html

Write a response, comments and thoughts about the article above.
Instruction:
Write a 2 to 3 page body page response, keep the response for each part above separated with references and any paragraph citations used. Example: Part1 response and references, Part 2 response and references used.