Business Rationale for Diversity Managementâ€Myassignmenthelp.Com

Question: Discuss About The Business Rationale For Diversity Management? Answer: Introduction CERA is one of the leading civil engineering consulting organizations based in Australia. The company was established in the year 2007. Since the establishment, the company management is enjoying highly profitable performances. The major vision of the organization is to lead the Australian civil engineering consulting industry through the integration of the quality strategic management approaches as well as the decision-making activities. The top-level officials at CERA focus on offering quality, structural and timely planning consulting services to the particular clients. However, the management has succeeded to launch a smart structure for the research and development professionals of the firms for better business management practices and activities. Most importantly, the firms always consider experienced staffs and employees in the decision-making process for better business performances. Despite the sustainable policy and strategy development processes, the human resource managem ent team of CERA is facing different strategy development related challenges as well as employee performance related challenges in the entire business operation management activities. Despite the development of different types of employee oriented strategy development activities, the decision makers of CERA is lacking effective diversity management and adequate employee management activities considering different cultural background and personality traits of the employees. According to the organizational policy, the decision makers of CERA always focus on the ideas of the employees to mitigate the possible risk factors as well as the ongoing organizational challenges. This particular report will significantly discuss different aspects related to the workplace diversity as well as human resource management activities. Discussion The Australian civil engineering consultation industry is competitive as well as saturated considering the growth of the business performances of the organizations as well as the growth of the challenges respectively. This is an important aspect of the management of the company to consider different types of strategic management approaches for the profitable business growth. Being one of the promising organizations within the Australian industry, the decision makers have developed some sustainable human resource management strategies in the business operation process. Moreover, the company also has developed a strong, skilled, competent and knowledgeable workforce. These are the major reasons behind the growing success rate of the organizations within the Australian civil engineering consulting industry (Adrichvi Yoon, 2014). Most importantly, the organizational decision makers of CERA has established and implemented these types of strategies in the trade management process for the purpose of the offering of differentiated and quality customer service to the target clients of the firm. In terms of the focus on the diversity management of the CEO of CERA, the human resource department of the company is facing some issues regarding the workplace diversity. This is indispensable for a company to implement cultural diversity in the workplace for better business management performances and business client satisfaction. The company already has developed a skilled workforce, but the lack of effective monitoring and lack of adequate approach towards the implementation of the cultural diversity management in the workplaces, the company is facing some critical challenges. All the senior employees of different organizational departments are responsible for effective deparemental performances (Beugelsdijk, 2010). This is identical that different employees and managers used to avail different thoughts and perceptions regarding the human resource management activities, employee engagement, employee management of the organization and decision making approaches. Rachel Amaro, the manager of the drafting office has different perceptions regarding employee engagement and workplace diversity. According to her, the human resource management of CERA has done several important activities and sustainable policy development processes, but some skilled manageress and senior employees are not that much satisfied and motivated due to lack of strong integration of the appropriate workplace cultural diversity and employee management. Therefore, the human resource management professionals, as well as the CEO of CERA, needs to adopt some important strategic management and sustainability approaches in the decision making and human resource strategy development process to overcome the possible challenges. The selected pathway and vision of the CEO for CERA is appropriate, but it is also vital for the CEO to evaluate whether the organization is getting success in maintaining workplace cultural diversity or not. Analysis and Assessment of Issues Related to Workplace Diversity Before going into the critical discussion and analysis, the researcher of this topic is responsible enough to introduce the concept of diversity. Diversity management of a company is recognized as a particular process of managing the similarities and differences of the employees within the particular company, which is developed based on the bunch of values. These values, differences and similarities are generally recognized as the effective strengths of a particular comp [any irrespective of different types of the business objective as well as any type of organizational culture and decision making an aspect of a company. Effective workplace diversity management assists a particular company to enhance knowledge management process (Bolman Deal, 2014). The multinational organizations used to face different types of diversity management issues, such as workplace inequality, employee management problems basis on the caste, culture, religion, gender, age group, wage rate etc. However, the human resource management of CERA is responsible for better workplace diversity management issues considering the employee engagement in the strategy establishment approaches for the better strategic outcome in the business management performance (Chen Huang, 2011). Despite the construction of the different types of sustainable human resource management values and the ethical approaches, the operation management team of CERA has identified several types of workplace diversity and employee performance management related issues. It can be argued from the above diagram that a particular company can ensure that the management is concerned about the workplace diversity through different organizational parameters, such as organizational values, mission, vision, goals, values, employee management processes, organizational culture etc. The organizational values, goals, objectives, culture, mission and vision of the company suggests that the human resource management, as well as top officials of CERA, are responsible for the effective workplace diversity management aspects. A company can adopt three different important types of the diversity management aspects in the business management activities. These three important types of the diversity management activities are strategic, operational and managerial. The human resource management along with the CEO of the company is rightly responsible for the maintaining of quality strategic and managerial diversity management activities (Collins, 2012). From the statement a nd perception of some employees, it has been identified that the management of the firm is facing some critical business operation challenges related to the operational diversity aspect as the management has failed to monitor the effectiveness of the operational diversity concept. Most importantly, the organization is committed for the employee engagement orientation in the strategy development process during the crisis period, but it has been alleged that top-level officials of the organization are facing some critical issues regarding providing effective employment opportunities to the experienced employees regarding performance appraisal and bonus distribution despite the existence of common performance bonus scheme for all the employees within the organization. Hence, it can be argued that the firm is facing operational issues and the CEO of CERA needs to monitor whether all the experienced stakeholders and employees are getting opportunities to participate in the strategy estab lishment process or not. This particular approach will easily assist the top-level decision makers to integrate into the operation management process for the better business outcomes. Impact of Human Resource Management Initiatives on Stakeholders The top-level leaders of CERA need to bring changes in the operation, managerial and strategic decision making orientation process of the company. The company is committed to taking sustainable employee management and workplace diversity approaches. Therefore, the company is strictly focused on some adequate leadership and value development approaches. Despite these facts, the human resource management professionals along with the employees of CERA are facing some challenges related to workplace diversity management processes. Hence, this is the prior responsibility of the human resource management officials of the company to take better sustainable measures to overcome the above-mentioned problems (Garud Gehman, 2016). Firstly, the human resource management professionals along with the top management officials need to recognize the job satisfaction and workplace motivation aspect of each and every employee employees irrespective of different cultural; orientation, different demographic factors and geographic factors (Giritli Oraz, 2014). Moreover, the decision makers of CERA need to include three important sections of the diversity management process in the human resource management strategic approaches, such as operational diversity management, managerial diversity management approaches as well as strategic diversity management approaches (Fransen et al. 2013). Consideration of these particular diversity management approaches can easily assist the organizational leaders of CERA to realize the major problems and demands of the important employees as long as employees are the real growth drivers of an organization like CERA within the Australian go to civil engineering consultation industry. This i s the major and prior human resource management aspect, which needs to be considered by the human resource department of the organization (Johns, 2008). Secondly, the human resource department needs to employ stakeholders engagement approaches in the strategy construction process of CERA as is it is accepted that stakeholders are an important part of a company. In addition, the stakeholder engagement approach can assist the human resource management professionals of CERA to ensure quality management processes in the business decision making activities, which will help CERA to recognize the demands and satisfaction level of the skilled employees of CERA. Most importantly, CERA needs to consider the stakeholder engagement approach in the business management process for better integrity, sustainability and corporate governance. The implication of the strategic, operation and managerial diversity management approach always needs to support of stakeholders. In order to do so, the organizational leaders and human resource management professionals of CERA need to engage employees and other important stakeholders in the decision-making proce ss. These inclusions and stakeholder integration aspect can effectively enhance the stakeholder value and stakeholder support aspect (Leonard Lang, 2010). The two above mentioned suggestions are related to the bringing and implementing changes in the workplace environment process. Most importantly, the human resource management professionals of CERA need to ensure some quality business management processes for better business outcome and consideration of the changes need some kinds of strategic support from the human resource management departments of the organization. Hence, lastly, the human resource management professionals of CERA needs to implement the Kurt Lewins change management model in the business management activities for the better change management in a workplace environment and adequate business outcome. Consideration of this particular change management in the entire business management activities will also assist the top level officials along with the human resource management professionals to enhance sustainable workplace changes, which will contribute to the mitigation of the challenges related to possible workplace diversity issues (Lunenburg, 2011). Thirdly, the change management model proposed by Kurt Lewin can be implemented for better diversity, stakeholder engagement and other change implication process. This change management model comprised of three important elements, such as unfreeze, change or freeze and refreeze. In the first stage, the CEO along with the human resource professionals of CERA need to adopt some important strategic management approaches and takes initiatives for the changes. Apart from these, in the unfreeze section; the leaders and d decision makers also need to be aware of what to be changed and how to change. Freeze or change is regarded as the second elements of this particular change management model and in this particular model, the top managers are responsible for communicating with the important stakeholders to participate in change management process (Mohr et al. 2012). In this process, effective communication with the stakeholders is an important responsibility of the human resource management professionals of a company. In addition, the human resource management professionals of CERA need to maintain a strong relationship with the stakeholders to effectively respond to the changing workplace environment. In the last stage, the important stakeholders and the human resource professionals need to refreeze the change management strategy collaboratively if they find out that the particular adopted strategy is not good for the management of the firm. Hence, in the refreeze stage, the communication is important for the employees. Therefore, it can be expressed that the human resource management professionals of CERA needs to adopt some important steps in the decision making processes, such as operation diversity management process, stakeholder engagement process and change management process to assist the important stakeholders of CERA to effectively respond to the changed workplace environment of CERA (Mooman, 2012). Relationship between Human Resource Strategies and Organizational Strategies Lastly, the researcher needs to analyze the important relationship between the human resource strategy and organizational strategy. This discussion will be based on the business performance and business operation process of CERA considering the important case facts. This has been identified that CERA has developed several sustainable and highly valued organizational and business operation process policies (Raducan, 2014). The human resource management professionals, as well as the decision makers of CERA, need to ensure the importance of the effective relationship between the human resource strategy and organizational strategy. Organizational strategy is nothing but the organizational objectives of a company, which reflects through the business objectives, organizational mission, organizational vision and corporate values. Alternatively, the human resource strategies can be considered as the managing of human resources by considering quality employee management activities, such as pe rformance management, performance appraisal, wage distribution, reward distribution, job satisfaction, workplace motivation and workplace diversity. Overall, it is acceptable that the effective human resource management strategies will generally assist the human resource management and decision makers of the company to meet the developed business operation management objectives quite adequately. Effective human resource management strategies can motivate the employees and effective decision makers to follow the certain values and principles to ensure positive business outcome (Teeratansirikool et al. 2013). In the case of CERA, it can be accepted that the management has constructed different types of adequate corporate values and sustainable business objectives. Therefore, this is the major responsibility of the firm to attend to this particular business operation management approaches. The organizational management needs to adopt the above mentioned strategies in the trade management process for the better business outcome as these particular approaches will significantly assist to meet the developed business objectives. It will also help to mitigate the workplace diversity-related challenges (Wilson, 2014). Conclusion CERA is one of the popular and leading go to civil engineering professional consultancy firm and the management has successfully developed a strong client base. Most importantly, the human resource management professionals, as well as the decision makers of CERA, have developed some important strategic approaches for sustainable business outcome keeping the employee engagement in mind. However, the firm has failed to management adequate workplace diversity to a some extent and the organization is highly responsible for this particular aspect due to poor monitor in., Therefore, it is recommended that the human resource management professionals along with the decision makers should integrate diversity management, change management and stakeholder engagement in decision development approaches for better sustainability and mitigation of the ongoing workplace sustainability-related challenges. References Ardichvii, A., Yoon, W. S. (2014). Designing Integrative Knowledge Management Beugelsdijk, S. (2010). Strategic Human Resource Practices and Product Innovation. Harvard Bolman, L., Deal, T. (2014). Leadership and management. Christian Youth Work in Theory and Practice: A Handbook,12(1), 245. Business Review, 29(8), 820-847. Chen, C., Huang, J. (2011).. Strategic human resource practices and innovation Collins, D. B. (2012). The effectiveness of managerial leadership development programs: A meta-analysis of studies from 1982-2001.Asia pacific Journal of Human Resource Management, 1(1), 256-312. Fransen, J., Weinberger, A., Kirschner, (2013). Team effectiveness and team development in CSCL. Harvard Business Review, 48(1), 9-24. Garud, R., Gehman, J. (2016). Theory evaluation, entrepreneurial processes, and performativity. Academy of Management Review, 41(3), 544-549. Giritli, H., Oraz, G. (2014). Leadership styles: some evidence from the Turkish construction industry. Construction Management and Economics, 22(3), 253-262. Human Resources, 11(3), 307-320. Johns, G. (2008). Organizational Behavior at Contemporary Era. A Journal of Human Leonard, H. S., Lang, F. (2010). Leadership Development via action learning. Advances in developing human resources, 20(10), 1-16. Lunenburg, F. (2011). Leadership versus management: a key distinctionat least in theory.International Journal of Industry Relations, 14(1), 1-4. Management, 2(3), 10. Mohr, D., Young, G., Burgess Jr, J. (2012). Employee turnover and operational performance: the moderating effect of group?oriented organisational culture. Human Resource Management Journal, 22(2), 216-233. Mooman, L. (2012). Organizational Behavior and Culture. A Journal of Occupational and Organizational management, 1(1), 17. performance-The mediating role of knowledge management capacity. 62(1), 104-114. Raducan, R. (2014). Leadership and Management. Procedia-Social and Behavioral Sciences, 149(1), 808-812. Resource Planning, 12(8), 7. Systems: Theoretical Considerations and Practical Applications. Advances in Developing Teeratansirikool, L., Siengthai, S., Badir, Y., Charoenngam, C. (2013). Competitive strategies and firm performance: the mediating role of performance measurement. International Journal of Personnel Psychology 62(2), 168-184. Wilson, R. (2014). Organizational Behavior. Asia pacific Journal of Human Resource