The Relationship between HRM and Cultural Diversity Management

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Problem Formulations

From previous studies, it was discovered that scholars in the management field and organisations have increasingly developed interest in the topic of cultural diversity in a work environment. A review suggests that the topic is not very straightforward and simple (Gloria. 1999). It is also thought that the method an organisation uses towards managing diversity forms the negative or positive outcomes they get and not the diversity itself (Ongori and Agolla 2007). Some of these methods includes attitude, initiatives, work delegation, performance standards and motivational techniques. What is also known from findings is that diversity management is an important and relevant aspect of HRM in organisations (Paul, 2016), especially for the future, since the differences are growing within the population at the workplace.

Cultural Diversity Management at Workplace

Cultural diversity is any significant difference of an individual shown in a culture. The cultural environment in a workplace is reflecting the present demographics, social and cultural differences on a societal level. For any organisation, to manage a cultural diverse workforce is a great challenge (Mateescu, 2018). No person is the same, every individual is different from each other depending on their religion, background, age, education, perceptions etc., (Saxena 2014). Saxena (2014) also stated that diversity makes the workforce heterogeneous, when various multicultural individuals come together to work at the same place (Saxena, 2014). Mazur (2010) additionally mentions that a cultural diversity workplace reflects on the changing marketplace and the world.

Benefits of a Diverse Workforce

There are several benefits and advantages to cultural diversity at a workplace. Cultural diversity in a multicultural organisation attracts the best talent (Mazur 2010). To have a multicultural organisation makes it easier to serve an increasingly global market since these organisations have a deeper insight of the requirements of the legal, political, social, economic and cultural environments of foreign countries (Saxena, 2018). To retain a diverse environment results in employees being better at problem solving, suggesting multiple interpretations and perspectives when managing various complex problems (Mazur, 2010). Additionally, the employees are able to comply with the changes and they acquire organisational flexibility (Mazur, 2010).

Challenges for Cultural Diversity

Diversity management also comes with several challenges or disadvantages; a diverse environment can create dysfunctional conflicts, which in turn can lead to frustration and confusion, especially in terms of uncertainty and complexity (Mazur, 2010). Conflicts arise mainly because of ignorance to diversity (Ongori and Agolla 2007). Combining different cultures at a workplace can result in employees finding it difficult to arrive at agreements, which in turn can lead to cultural clashes and negative dynamics (Mazur, 2010). Saxena (2014) additionally stated that, when individuals with different mind-sets, thinking and perceptions, not agreeing with each other upon decisions, can result in a damaging effect on the interpersonal relationship among the individuals. According to previous researches, a diverse environment, especially when it comes to race, may lead to several issues, such as communications breakdown and low cohesion (D’Netto et. al., 2013).

How to Manage Cultural Diversity Differences

To recruit a diverse workforce is hard and, to retain and maintain a diverse workforce is even a greater challenge. By viewing the “best practices” by Farren and Nelson (1999), aids in recognising the tools to maintain and manage a workforce that is diverse. Farren and Nelson (1999), has described the four best practices for a healthier diverse workforce. The first practice is to have an open communication, since communication is what holds an organisation together. An open communication is the first critical step, which subsequently has to be followed by taking actions that shows the concern and needs of an employee in a workplace. In companies where the workers respect each other, they are more successful in retaining and maintaining the employees. Another practice is to educate and give training about other people’s cultures, and to make them more sensitive towards discrimination and other employee’s feelings.

Table of Contents :

• 1. Introduction
  • 1.1 Background
  • 1.2 Problem Formulations
  • 1.3 Purpose
  • 1.4 Delimitations
  • 1.5 Definitions
  • 1.6 Research Questions
• 2. Theoretical Background
  • 2.1 Cultural Diversity Management at Workplace
  • 2.2 Different Dimensions of Diversity
  • 2.3 Benefits & Challenges of Cultural Diversity Management at Workplace
    • 2.3.1 Benefits of a Diverse Workforce
    • 2.3.2 Challenges for Cultural Diversity
  • 2.4 How to Manage Cultural Diversity Differences
  • 2.5 The Relationship between HRM and Cultural Diversity Management
    • 2.5.1 Human Recourse Management Practices
    • 2.5.2 The Role of HRM in Cultural Diversity Management
    • 2.5.3 Employee Perception Towards HR Practices

• 3. Methodology & Method
  • 3.1 Methodology
    • 3.1.1 Research Philosophy
    • 3.1.2 Research Approach
    • 3.1.3 Research Strategy
    • 3.1.4 Case Study
  • 3.2 Method
    • 3.2.1 Data Collection
    • 3.2.2 Primary Research
      • 3.2.2.1 Criticism of the Chosen Method
    • 3.2.3 Sample
    • 3.2.4 Interview Design
    • 3.2.5 Secondary Data
    • 3.2.6 Data Analysis
  • 3.3 Trustworthiness of Sources
  • 3.4 Ethical Issues with Interviews
• 4. Empirical Findings & Analysis
  • 4.1 Jönköping International Business School
    • 4.1.1 JIBS Organisational Structure
    • 4.1.2 JIBS Policies, Practices & Strategies
    • 4.1.3 Associate Dean of Faculty on Diversity Management
    • 4.1.4 HR Specialist for JIBS
  • 4.2 Selected Teachers at JIBS
  • 4.3 Diversity Management at JIBS
    • 4.3.1 JIBS Employee’s Perception of Cultural Diversity
  • 4.4 Support from JIBS and HRM
• 5. Conclusion
• 6. Discussion
  • 6.1 Managerial Implications
  • 6.2 Limitations
  • 6.3 Future Research
• References
  • Appendix

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Managing Cultural Diversity at Workplace