Diversity Management in Human Resource Management

Executive Summary There is a lot of labor movement in the world today. Organizations are increasingly recruiting people from different backgrounds mainly based on merit. However, there is a deliberate move in the corporate world to recruit people of diverse culture in order to fulfill national or affirmative action requirements.Advertising We will write a custom report sample on Diversity Management in Human Resource Management specifically for you for only $16.05 $11/page Learn More The ensuing collage of people has given rise to issues such as fair treatment, minority and majority issues and workplace environment issues and the need for business entities to come up with innovative methods of human resource management. There is consensus among human resource professionals that better management of workplace diversity will not only lead to better organizational performance but also long-term relations between organizations and communities they deal with. This paper therefore seeks explore issues related with diversity issues to determine how best managers can approach then for the achievement of organizational goals. Introduction Competition in the 21st century business environment has given impetus to the role of human resource management in an organization. Over the years, human resource management has evolved to play a strategic role in organizational success. An issue of acquiring and retaining talent has become a top priority in organizations seeking to establish their niche in the competitive world market. There is an increased emphasis on the role and position of the employee in the contemporary corporation. One of the most distinct characteristics of corporations in the 21st century is their global outreach. Increase in technology especially in the telecoms sectors has enabled faster global expansion of corporations who a few years ago only concentrated on their domestic markets. While diversifying businesses to global mark ets comes with numerous benefits, management of the diverse workforce charged with the responsibility of running the businesses in their respective regions is a challenging task. Diversification to global markets has given rise to diverse global management teams in various corporations that come from different races and ethnicities. Besides race and ethnicity, age, sexual orientation, national origin and gender have become new fronts of employee diversification in the 21st century workplace setting.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More According to Cooper Burke (2005, p. 229), diversity refers to the unique characteristics or differences that a particular group has compared to other people. Many human resource management experts contend that gender diversity is as important as race and ethnical diversity. Human resource management plans are increasingly comprehensive and divers ity issues are taking center stage. Human resource management professionals and consultants consider diversity issues as important human resource management policy areas that need a careful approach in the quest to attract and retain the best talent in the corporate world. This paper will explore diversity issues that a typical human resource management consultant or professional will take into account when crafting human resource management plans and policies. Diversity Issues and their importance in human resource management Importance of effective management of diversity issues in an organization cannot be overstated. Often, there is bound to be both personal and professional differences among people of different ethnicities and races. The important thing, however, is how management through human resource management confronts these challenges to ensure a calm and conducive working environment prevails in order to meet organizational goals and objectives. Failure to effectively ma nage diversity often makes some employees feel discriminated and harassed on the basis of their race, ethnic affiliation or gender. Besides, there can be lawsuits that are likely to paint the organization in bad light. It is, therefore, important for HR professionals and consultants to understand how various diversity issues affect the corporate performance, motivation, and success as well as employee interaction for easier crafting of workable human resource management plans. This is because effective management of diversity accords the organization the advantage and competitive edge in the use of flexibility and creativity to achieve organizational goals.Advertising We will write a custom report sample on Diversity Management in Human Resource Management specifically for you for only $16.05 $11/page Learn More Human resource management Planning and Issues When drafting strategic human resource management plans, diversity is often touted as the univers al inclusion phenomenon. According to expert consultants, the term ‘universal inclusion’ encompasses a broader and somewhat opposite definition than employment discrimination and includes other personal characteristics that affect workplace treatment of employees. In drafting strategic human resource management plans, it is important that they adopt a wide perspective in order to comprehensively address diversity issues. A wide perspective that takes an inclusive approach is key to an effective human resource management strategy especially in balancing between minority and majority issues. Piderit Bilimoria (2006, p. 268) say that strategic human resource management plans must address diversity issues and put in place initiatives that makes one an employer of choice that is capable of attracting and retaining top talent. In effect, excellent management diversity issues must aim at developing high potential employees who will increase productivity of an organization. Su ccessful diversity management is possible through implementation of administrative structures that may include special human resource management units that specifically deal with diversity and report to one of the senior executives of an organization. In advanced settings, Albrecht suggests the formation of diversity councils that can act as a link between specific demographic groups in the local populations (2001, p. 87). This in a way will foster good public relations between the company and the local population and in an indirect way will help boost productivity of the organization Human resource management experts contend that a good strategic diversity program for an organization must include an integration aspect of diversity initiatives into the organization’s change programs. Successful integration will ensure entrenchment of people of minority descent into important management positions in the company. There are many issues concerning diversity in human resource mana gement and policy making. They include the work environment diversity issues, minority and majority issues, fair vs. same treatment, and effect of affirmative action in human resource management diversity management.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Analysis of human resource management diversity issues will take place within the wider context that seeks to address various concerns including; making the workplace appropriate and appealing to different workers from different backgrounds, ensuring underutilized groups in the locality have access to equal opportunity to employment and eliminating both ethical and cultural bias in the recruitment as well as management process. This discussion will focus on the issues above in an effort to underscore their importance when drafting human resource management plans for corporations facing numerous multicultural issues. Issues It is important to note that diversity issues fall in numerous categories. However, culture and ethical issues more often than not trump other aspects when dealing with diversity from a human resource management perspective. The three main issues i.e. workplace environment, fairness and Minority and majority issues as well as affirmative action mainly touch on cul ture and ethics. Workplace Environment Diversity Issues Workplace environment diversity issues touch on both cultural ad ethical aspects of diversity. According to Armstrong (2011, p. 14), the workplace environment is one of the most crucial considerations human resource management professionals have to take into account while drafting policies and plans concerning diversity. He adds that human resource departments should maintain policies that emphasize on inclusion and non-discrimination. There should be conscious efforts to hire people from different backgrounds in order to tap into different experiences and views that will contribute to overall organizational performance. This is especially necessary for companies venturing into new markets when hiring people from the locality is more cost-effective than sending expatriates from the parent company. Cornelius (b) (2002, p. 145) says that when considering workplace environment as a major issue in diversity management, many areas a re focused on. Recruitment of company employees must be done fairly to ensure hired people spot various diversity qualities including race, ethnicity and gender. It is the very first step towards making the work environment a truly diverse place. Jackson Rowley (2009, p. 62) recommend a detailing in the human resource management plans of a diverse range of networking techniques to ensure a company hires the best people regardless of their background. Effective human resource management plans that effectively manage diversity must detail an organization’s approach to interpersonal relations. Interpersonal relations in multicultural office settings are the best approach to remove any preexisting prejudices and stereotypes from among employees. Though not precisely, the plans must detail or give allowance for existence of opportunities to learn about other peoples’ differences through meetings and social events such as retreats. There should be an effort to include in th e meetings and retreats individuals critical to successful interpersonal relations to enhance integration and easier management of diversity. Closely related to interpersonal relations, human resource management plans must detail a comprehensive approach to international communication as part of effective workplace diversity management. This is because effective internal communication easily helps break barriers in a multicultural setting. The plans must provide for effective channels of information sharing among employees through use of professional language and tone. Wright Purcell (2007, p. 521) contend that internal communication has been proven to be one of the most effective tools that managers and other business leaders use to break barriers in a multicultural setting. Effective internal communication increases understanding among employees of different backgrounds effectively fostering harmony. People from different backgrounds come with different needs. For effective manag ement of diversity, strategic human resource management plans must provide for accommodations for physical, mental, cultural and religious needs of individual employees. Providing for such needs has proven effective in fostering the feeling of unity and harmony that is crucial to organizational success. Skinner Searle (2011, p. 14) says that human resource management plans and policies can effectively manage diversity through provision of flexible scheduling for employees of different backgrounds e.g. different religions like Muslims and lactating mothers. In some situations, Cornelius (b) (2001, p. 21) suggests that the plans may consider allowing employees to spot special attire that may be considered ‘’formal’ in the locality. In a multicultural setting, there is bound to be differences in the way employees approach various issues. Human resource management plans must, therefore, detail planning and decision-making aspects in the workplace environment. There should be room for accommodating dissenting and/or alternative views in the organization. This in itself is the essence of diversity in an organization. An understanding that employees come from different backgrounds is crucial and only an inclusion of the above in an effective human resource management plan will effectively help in managing the differences to steer the organization towards its overall goal. Given the dynamism that is associated with workplace diversity issues, it is important for strategic human resource management plans to provide for the enhancement of knowledge and skills about diversity through seminars and forums. Increased understanding of diversity among employees is crucial to successful and effective management of workplace environment in diverse organizational teams. Hollenbeck et al. (2005, p. 65) suggest that strategic human resource management plans must also include elements of performance evaluation for all employees to ensure their commitment to sup porting organizational diversity. In essence, these evaluations will ensure managers and regular employees understand the importance of using appropriate language and communication styles conversant with a diverse workplace environment. Fair Treatment issues Parts of the previous section did dwell on fair treatment of employees as one of the precursors of achieving a perfect work environment where diversity thrives. Piderit Bilimoria (2006, p. 274), however, assert that fair treatment is a major issue when drafting human resource management plans and policies as it sets the pace for employee interrelationship and interpersonal communication. In his discussion of making human resource management plans that ensure fairness in a diverse setting, Armstrong (2011, p. 15) strives to differentiate between fairness and same treatment. While fairness basically means according all people same treatment, treating them all the same may not necessarily work for a diverse staff. For instance, En glish is an official language in many countries. However, proficiency level among nationals of such countries varies greatly. Expatriate managers may at times overlook the above fact and transmit important information in complicated English to both native and expatriate employees. Arguably, the manager is treating all employees equally or the same but, one cannot say for sure if it is fair. Employees with limited English knowledge may not be comfortable and this may in the end invoke feelings of harassment or unfairness. Besides language other important fairness issues in the workplace includes religious freedom and balanced pay. According to Hollenbeck et al. (2005, p. 70), most diversity aspects including culture and ethics have an intricate link to religion. Hollenbeck et al add that religious and political beliefs can be major diversity issues in the workplace and that is why human resource management consultants must consider them while drafting their strategic plans. The plans must acknowledge that religion is a sensitive and important cultural issue in the diverse work environment and employees are entitled to their own beliefs. The plans, therefore, must provide for a mandate for employees to successfully practice their beliefs so long as they do not interfere with organizational operations. Furthermore, strategic human resource management plans must include mechanisms that offer balanced remuneration. Both men and women must be accorded equal remuneration scales. Skinner Searle (2011, p. 20) cite cases where some companies have been accused of implementing parallel systems of pay for expatriates and local employees. They assert that such moves can easily contribute to demoralization of employees thus leading to low rates of productivity. In drafting human resource management plans, therefore, it is prudent that company policies take into account issues of fairness in the treatment of employees in a diverse organization. Fairness as opposed to same tr eatment will easily foster the feeling of comradeship that is crucial to organizational success. There has to be subtle acknowledgement of basic differences among employees in an organization and an elaboration on how such differences will be dealt with. Minority and majority issues and affirmative action According to Jackson Rowley (2009, p. 64), management of diversity involves maximization of employees’ abilities to optimally contribute to organizational growth. One of the externalities affecting diversity, however, is affirmative action trends that are mainly targeted at labor markets. One of the most striking characteristics in any office setting in the 21st century is the imbalance in employee representation. Mostly, the local population makes up the majority of employees in an organization. More often not majority and minorities issues evoke gender debates and the need for equal representation among men and women in an organization. Gender, racial and ethnical equity and economic empowerment initiatives have highlighted the need for gender balancing in an organization. In some cases, authorities require organizations to meet a threshold in the representation of certain demographic groups, a phenomenon popularly referred to as affirmative action. Affirmative action aims at giving advantage to certain demographic groups in the labor market. It mostly lays emphasis on the legal necessity and social responsibility of organizations in hiring people from the minority groups. In a way, affirmative action seeks to foster diversity in organizations through encouraging participation of minority groups in the running of organizations as well as accessing economic opportunities. According to Cooper Burke (2005, p. 239), human resource management professionals and consultants take into account affirmative action issues in the drafting of their strategic plans. Addressing affirmative action as well as minority and majority issues has, therefore, become a maj or consideration that human resource management professionals have to make. It is important to consider the above issues especially in the wake of increased focus on equality in society Issues Wright Purcell (2007, p. 523), however , assert that affirmative action can easily roll back benefits of diversity in an organization. According to him, some employers hire employees to satisfy affirmative action policies and guidelines. In the long run, some employees may feel that they have inadequate access to opportunity and promotion in the workplace because of affirmative action. He suggests that human resource management consultants must draft plans that take into account spillover effects of affirmative action in order to maintain the positive effects of diversity in the workplace. One of the ways that they suggest, which, however, has received criticism from other human resource management consultants, is to disqualify potential minority employees on technicalities if they feel he/sh e does not meet the standards required by the organization. Conclusion Managing diversity is defined as â€Å"planning and implementing organizational systems and practices to manage people so that the potential advantages of diversity are maximized while its potential disadvantages are minimized† (Cox 1994, p. 11). Diversity breeds both cultural and ethical issues that affect employees of all cadres in an organization. Most human resource management consultants contend that effective management of diversity provides distinct advantage that highlights the 21st century business trends that emphasize flexibility and creativity. The three broad human resource management issues highlighted in the section above underscore the importance adopting new management methods that are crucial to competitiveness. There is evidence that good management of diversity issues including workplace environment, fair treatment, minority and majority issues and affirmative action breeds heterogeneit y which promotes creativity in an organization especially through production of better problem solutions. Therefore, incorporation of the issues discussed to human resource management plans will offer better solution of higher level problems especially when an organization is going through change and expansion. There is consensus that effective management of diversity helps not only in the realization of competitiveness but, also in acquiring an organization the reputation as an employer of choice. This in effect will help an organization attract and retain the best talent besides significantly reducing turnover costs. Though gender is subtly dealt with in the main issues in the section above, it is one of the issues that have an ethical tag to them. An organization’s human resource management policy can easily tell the ethical principles that the organization pursues concerning placement of both men and women in the running of the organization. Corporation’s desire to expand their global presence, diversity management is ranking high in their agenda. There is consensus among human resource management experts that ignoring diversity is a grave mistake for organization to ignore or adopt a complacent attitude regarding diversity management. Failure to put in place a comprehensive human resource management policy that effectively manages diversity can easily lead to high costs in terms of time and money, low productivity and inefficiency. There is also likely to be high turnover costs besides failure by an organization to attract high quality employees Reference List Albrecht, M 2001, International human resource management: managing diversity in the workplace, Springer, New York. Armstrong, M 2011, Armstrong’s Handbook of Strategic Human resource management, Springer, Berlin. Cooper, L Burke, R 2005, Reinventing human resource management: challenges and new directions, Thomson Learning, New York. Cornelius, N 2001, Human resource managemen t: a managerial perspective, Thomson Learning, Melbourne. Cornelius, N 2002, Building workplace equality: ethics, diversity and inclusion, Sage Publications, New York. Cox , T1994, Cultural diversity in organizations: Theory, research, practice, Berrett-Koehler, San Francisco, CA. Hollenbeck, J et al. 2005, Fundamentals of Human resource management, Springer, Chicago. Jackson, K Rowley, C 2009, Human Resources Management; The Key Concepts, Sage Publications, London. Piderit, S Bilimoria, D 2006, Handbook on women in business and management, Routledge, New York. Skinner, D Searle, R 2011, Trust and Human resource management, Cengage Learning, New York. Wright, P Purcell, J 2007, The Oxford Handbook of Human resource management, Sage Publications, London. This report on Diversity Management in Human Resource Management was written and submitted by user Irvin Hart to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

USS North Carolina (BB-55) in World War II

USS North Carolina (BB-55) in World War II USS North Carolina (BB-55) was the lead ship of the North Carolina-class of battleships. The first new design constructed by the US Navy since the early 1920s, the North Carolina-class incorporated a variety of new technologies and design approaches.   Entering service in 1941, North Carolina saw extensive service in the Pacific during World War II and took part in nearly all of the major Allied campaigns. This saw it earn 15 battles stars, the most won by any American battleship. Retired in 1947, North Carolina was taken to Wilmington, NC in 1961 and opened as a museum ship the following year.   Treaty Limitations The story of the North Carolina-class begins with the Washington Naval Treaty (1922) and London Navy Treaty (1930) which limited warship size and total tonnage. As a result of the treaties, the US Navy did not built any new battleships for the most the 1920s and 1930s. In 1935, the General Board of the US Navy began preparations for the design of a new class of modern battleships. Operating under the constraints imposed by the Second London Naval Treaty (1936), which limited total displacement to 35,000 tons and the caliber of guns to 14, designers worked through a multitude of designs to create a new class that combined an effective mix of firepower, speed, and protection. Design and Construction After extensive debate, the General Board recommended design XVI-C which called for a battleship capable of 30 knots and mounting nine 14 guns. This recommendation was overruled by Secretary of the Navy Claude A. Swanson who favored the XVI design which mounted twelve 14 guns but had a maximum speed of 27 knots. The final design of what became the North Carolina-class emerged in 1937 after Japans refusal to agree to the 14 restriction imposed the treaty. This allowed the other signatories to implement the treatys escalator clause which permitted an increase to 16 guns and a maximum displacement of 45,000 tons. As a result, USS North Carolina and its sister, USS Washington, were redesigned with a main battery of nine 16 guns. Supporting this battery were twenty 5 dual purpose guns as well as an initial installation of sixteen 1.1 anti-aircraft guns. In addition, the ships received the new RCA CXAM-1 radar. Designated BB-55, North Carolina was laid down at the New York Naval Shipyard on October 27, 1937. Work progressed on the hull and the battleship slid down the ways on June 3, 1940 with Isabel Hoey, daughter of the Governor of North Carolina, serving as sponsor. USS North Carolina (BB-55) - Overview Nation: United StatesType: BattleshipShipyard: New York Naval ShipyardLaid Down: October 27, 1937Launched: June 13, 1940Commissioned: April 9, 1941Fate: Museum ship at Wilmington, NC Specifications: Displacement: 34,005 tonsLength: 728.8 ft.Beam: 108.3 ft.Draft: 33 ft.Propulsion: 121,000 hp, 4 x General Electric steam turbines, 4 x propellersSpeed: 26 knotsRange: 20,080 miles at 15 knotsComplement: 2,339 men Armament Guns 9 Ãâ€" 16 in.(410 mm)/45 cal. Mark 6 guns (3 x triple turrets)20 Ãâ€" 5 in (130 mm)/38 cal. dual-purpose guns60 x quad 40mm antiaircraft guns46 x single 20mm cannon Aircraft 3 x aircraft Early Service Work on North Carolina ended in early 1941 and the new battleship was commissioned on April 9, 1941 with Captain Olaf M. Hustvedt in command. As the US Navys first new battleship in nearly twenty years, North Carolina quickly became a center of attention and earned the enduring nickname Showboat. Through the summer of 1941, the ship conducted shakedown and training exercises in the Atlantic. With the Japanese attack on Pearl Harbor and the US entry into World War II, North Carolina prepared to sail for the Pacific. The US Navy soon delayed this movement as there was concern that the German battleship Tirpitz might emerge to attack Allied convoys. Finally released to the US Pacific Fleet, North Carolina passed through the Panama Canal in early June, just days after the Allied triumph at Midway. Arriving at Pearl Harbor after stops at San Pedro and San Francisco, the battleship began preparations for combat in the South Pacific. South Pacific Departing Pearl Harbor on July 15 as part of a task force centered on the carrier USS Enterprise (CV-6) North Carolina steamed for the Solomon Islands. There it supported the landing of US Marines on Guadalcanal on August 7. Later in the month, North Carolina provided anti-aircraft support for the American carriers during the Battle of the Eastern Solomons. As Enterprise sustained significant damage in the fighting, the battleship began serving as an escort for USS Saratoga (CV-3) and then USS Wasp (CV-7) and USS Hornet (CV-8). On September 15, the Japanese submarine I-19 attacked the task force. Firing a spread of torpedoes, it sunk Wasp and the destroyer USS OBrien as well as damaged North Carolinas bow. Though the torpedo opened a large hole on the ships port side, the ships damage control parties quickly dealt with the situation and averted a crisis. Arriving at New Caledonia, North Carolina received temporary repairs before departing for Pearl Harbor. There, the battleship entered drydock to fix the hull and its anti-aircraft armament was enhanced. Tarawa Returning to service after a month in the yard, North Carolina spent much of 1943 screening American carriers in the vicinity of the Solomons. This period also saw the ship receive new radar and fire control equipment. On November 10, North Carolina sailed from Pearl Harbor with Enterprise as part of the Northern Covering Force for operations in the Gilbert Islands. In this role, the battleship provided support for Allied forces during the Battle of Tarawa. After bombarding Nauru in early December, North Carolina screened USS Bunker Hill (CV-17)when its aircraft attacked New Ireland. In January 1944, the battleship joined Rear Admiral Marc Mitschers Task Force 58. Island Hopping Covering Mitschers carriers, North Carolina also provided fire support for troops during the Battle of Kwajalein in late January. The following month, it protected the carriers as they mounted raids against Truk and the Marianas. North Carolina continued in this capacity for much of the spring until returning to Pearl Harbor for repairs on its rudder. Emerging in May, it rendezvoused with American forces at Majuro before sailing for the Marianas as part of Enterprises task force. Taking part in the Battle of Saipan in mid-June, North Carolina struck a variety of targets ashore. Upon learning that the Japanese fleet was approaching, the battleship departed the islands and protected American carriers during the Battle of the Philippine Sea on June 19-20. Remaining in the area until the end of the month, North Carolina then departed for the Puget Sound Navy Yard for a major overhaul. Finished in late October, North Carolina rejoined Admiral William Bull Halseys Task Force 38 at Ulithi on November 7. Final Battles Shortly thereafter, it endured a severe period at sea as TF38 sailed through Typhoon Cobra. Surviving the storm, North Carolina supported operations against Japanese targets in the Philippines as well as screened raids against Formosa, Indochina, and the Ryukyus. After escorting carriers on a raid on Honshu in February 1945, North Carolina turned south to provided fire support for Allied forces during the Battle of Iwo Jima. Shifting west in April, the ship fulfilled a similar role during the Battle of Okinawa. In addition to striking targets ashore, North Carolinas anti-aircraft guns aided in dealing with the Japanese kamikaze threat. Later Service Retirement After a brief overhaul at Pearl Harbor in late spring, North Carolina returned to Japanese waters where it protected carriers conducting airstrikes inland as well as bombarded industrial targets along the coast. With the surrender of Japan on August 15, the battleship sent part of its crew and Marine Detachment ashore for preliminary occupation duty. Anchoring in Tokyo Bay on September 5, it embarked these men before departing for Boston. Passing through the Panama Canal on October 8, it reached its destination nine days later. With the end of the war, North Carolina underwent a refit at New York and began peacetime operations in the Atlantic. In the summer of 1946, it hosted the US Naval Academys summer training cruise in the Caribbean. Decommissioned on June 27, 1947, North Carolina remained on the Navy List until June 1, 1960. The following year, the US Navy transferred the battleship to the State of North Carolina for a price of $330,000. These funds were largely raised by the states school children and the ship was towed to Wilmington, NC. Work soon began to convert the ship into a museum and North Carolina was dedicated as a memorial to the states World War II veteran in April 1962.