The Concepts of Diversity and Inclusion

Paper instructions

The purpose of this assignment is to submit a literature review/discussion pertaining to a list of research findings. Please find current literature published within the last 5 years that supports each finding.
A minimum of 15 sources is recommended but more is acceptable.

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1. The overwhelming majority of participants in this study indicated there was no true knowledge an accurate definition of diversity and inclusion. Most participants focused on racism and prejudices toward certain ethnicities The Concepts of Diversity and Inclusion.
2. The overwhelming majority of participants in this study indicated there was a lack of training on diversity and inclusion. Most participants felt that the only time diversity and inclusion is focused on is when there is an unfortunate series of events pertaining to race in the United States.
3. The majority of participants cited leaders and managers lack spending time with women and minorities in an effort to train and develop these underrepresented groups in becoming leaders and managers.
4. The majority of participants indicated recruiting and hiring techniques are not adequate. Instead of properly recruiting and hiring despite categories that fall under diversity and inclusion, most leaders hire based on a “good old boy” system, which doesn’t give chance to minorities and/or women; ultimately raising tensions, decreases productivity and increases labor shortages, resulting in the lack of diversity and inclusion The Concepts of Diversity and Inclusion.
5. Some participants cited most of the innovative ideas that retail has to offer, has come from white males. These participants cited there is a lack of equality when it comes to innovation which has subjected profitability, promotions, and productivity to white leaders and employees.

Literature Analysis/Review

Knowledge and Accurate Definition of Diversity and Inclusion

The current study’s findings indicate that the workplace understanding of issues surrounding diversity and inclusion in organizational settings is still eminently lacking. The fact that an overwhelming majority of participants in the study reported non-conversance with knowledge on the accurate definition of the concepts of diversity and inclusion also implies that organization do not take charge to educate their employees on matters of diversity and inclusion. This finding contrasts the recommendations offered by most scholars exploring the need for knowledge and practice of diversity in workplace settings (Hoel & McBride, 2017). The Concepts of Diversity and Inclusion This finding, as established in the current study, adds to the previous body of literature as it supports previous findings that the presence of knowledge on various aspects of diversity promotes organizational performance.  While the varied definitions of diversity and inclusions are pegged on diverse worldviews and contexts, scholars have emphasized the relevance of workforce knowledge on such issues.

Our study’s findings amplify organizations’ need to facilitate understanding and workplace knowledge on inclusion along with both studies. Despite slight differences in definition, a shared theme between the current results and either article recognizes organizations as the primary harbors of diversity and inclusion and charge them to incorporate the concepts into both operational and business approaches for optimal output (Walker, 2019). A missing link from previous studies and the current findings fill the link between inclusion and diversity with prejudice within workplace environments. Baldwin (2017) argues that prejudice may emerge at higher rates in organizations that do not design an approach to incorporate inclusion as a standard and practice policies. Lack of organizational commitment to alleviate all forms of prejudice from its operations promotes intolerance (Baldwin, 2017). When analyzed in the contexts of racial differences both in the United States and beyond, prejudice is a critical workplace issue that can be detrimental to overall organizational performance, profitability, and sustainability The Concepts of Diversity and Inclusion.

Training on Diversity and Inclusion

The overwhelming majority of the current study participants indicated that there still lacks effective intra-organizational and inter-organizational training programs on diversity and inclusion. This finding links with those in the analyzed literature. For instance, Velasco & Sansone (2019) noted that organizations still lag in their efforts to design and implement HRM frameworks that sufficiently suit the training, performance assessment, and mentorship needs of employees on issues surrounding diversity. Similarly, Kang & Kaplan (2019) noted that despite the growing women population in medical professions, healthcare organizations had not implemented sufficient training approaches to curb gender prejudice, particularly among women from minority ethnicities. This finding also corresponds with that of Brancu & Hayes (2020), who observed that most U.S organizations still lack well-thought and implemented frameworks to enhance diversity and inclusion training. Both Velasco & Sansone (2019) as well as Kang & Kaplan (2019) recommend that integrating diversity training into ongoing professional development training processes in the organization can effectively curb various aspects prejudice The Concepts of Diversity and Inclusion.

Also, participants in the current study expressed a shared feeling that most organizations mainly address the issues regarding diversity and inclusion at times when unfortunate series of events concerning racial prejudice spur on U.S news networks. This finding remarkably twins with that of Ince et al. (2017), who observed that unfortunate series of events exposing racial, religious, gender, or any other forms of events trigger public conversation on prejudice, hence shapes the general public’s attitude towards discrimination in a more superior way than organizations do. However, the findings of this study differ considerably from existing literature on workplace diversity and inclusion because we explore diversity from a broader scope, while most of the studies are focused on racial and gender prejudice.

The Role of Leaders and Managers in Training Women and Minority Groups

The findings of the current research pointed that business leaders, especially managers, do not allocate and effectively spend time with women and other underrepresented groups in an organized effort to offer valuable training to develop them for future leadership and managerial positions. This research findings regarding lack of organizational involvement in training for diversity corresponds broadly with extant literature shedding light on the same. The Concepts of Diversity and Inclusion Velasco & Sansone (2019), for instance, elucidate that failure of organization to put into place training programs that mentor women business leadership has been a sufficient cause of underrepresentation of women in managerial posts. In line with this observation, Stephens et al. (2018) noted that one of the factors contributing factors to general demotivation and an inferior career vibrancy among young women is the absence of mentorship programs that aim to harness their potential.

This factor is a crucial contributor to the widely observed underrepresentation of women and other minority social groups in different workplace chains. This finding links with those established by Brown (2018), who noted that lack of female mentors in faculty positions equals a lack of conversations on equal representation of women in such positions, which contribute to massive demotivation and absence of inspiration. A shared theme between the current findings and recent literature is that failure of organizational leaders to establish mentorship and training programs targeting the less represented groups may only promote underrepresentation. However, our research surpasses analyzed literature in the sense that it does not dwell on women alone as an underrepresented group but further links diversity and inclusion training to the broader aspect of underrepresentation at workplaces The Concepts of Diversity and Inclusion.

The Role of Recruiting and Hiring Techniques in Enhancing Diversity and Inclusion

The current study also noted that many participants are not satisfied with most hiring techniques employed in organizations across the United States. United States organizations are still reluctant to implement approaches to ensure that hiring processes foster inclusivity and the workplace. This approach goes against the recommendations posed by Swartz et al. (2019), which regard recruiting systems that look beyond the applicant’s reputations as a leeway to fostering diversity in the workplace. These insights receive substantial significant support from those offered by Rao et al. (2018). The article alludes that organizations that use recruiting techniques emphasizing the creation of diverse teams are likely to experience high-level innovativeness compared to those that do not foster diversity in their hiring strategies. The findings share the recommendations that organizations should remain watchful and use research to enable hiring processes that are intentional in nature and pursue value The Concepts of Diversity and Inclusion.

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Perhaps a distinct aspect of this finding entails a common complaint cutting across a majority of the participants. HR managers are still stuck to the traditional “good old boy” system of recruitment. This is instead of modern hiring approaches premised on credibility, and which increases the chances for the less presented groups such as women and minority ethnicities. This strategy leaves out organizations’ need to identify within their setups women and the less represented groups and mentor them for top managerial positions to achieve diversity and inclusion (Rao et al., 2018). In support of this finding, Gonzaga et al. (2020) point that organizations should incorporate into existing recruitment strategies, utmost integrity and intention to diversify and achieve inclusion for optimal productivity, innovativeness, and profitability The Concepts of Diversity and Inclusion.

Gender Disparity in Innovation

A substantial section of the current study participants reported that most of the innovative sales ideas originated from white male retailers compared to women retailers or those from other minority identities. Up to this point, our finding sustains the broadly held perception that favors the male-centric culture in which males are assumed to be predominantly intelligent and should therefore assume dominance over women (Setini et al., 2020). Furthermore, Setini et al. (2020) question the popular assumption that white males are predominantly more creative than those from other minority ethnicities. This claim also sits well with Luksyte’s et al. (2018) assertion that innovativeness is unnecessarily ascribed to males and whites than women and people other minority heritages.

However, this study’s findings challenge this widespread notion that one gender is more superior to the other as far as creativity and innovativeness are concerned. A majority of the current study participants cited the imbalance in opportunity provision as a significant bottleneck against which women and other minorities race to prove their creativity and innovativeness. These findings foster the belief that given the same opportunities, either gender or heritages can perform competitively on workplace creativity. Organizations should practice HR practices that facilitate equal opportunities for innovativeness and career development for both genders and all ethnicities to eliminate the dominance of white male in organizational leadership The Concepts of Diversity and Inclusion.

References

Baldwin, J. (2017). Culture, prejudice, racism, and discrimination. In Oxford Research Encyclopedia of Communication. https://doi.org/10.1093/acrefore/9780190228613.013.164

Brancu, M., & Hayes, T. L. (2020). A summary of state of progress in diversity and inclusion initiatives: Consulting Psychology special issue. Consulting Psychology Journal: Practice and Research, 72(4), 332. http://dx.doi.org/10.1037/cpb0000192

Brown, K. M. (2018). Gender, race, and mentorship: A perspective from California Archaeology. California Archaeology, 10(2), 187-209. https://doi.org/10.1080/1947461X.2018.1535814 The Concepts of Diversity and Inclusion

Gonzaga, A. M. R., Appiah-Pippim, J., Onumah, C. M., & Yialamas, M. A. (2020). A framework for inclusive graduate medical education recruitment strategies: meeting the ACGME standard for a diverse and inclusive workforce. Academic Medicine, 95(5), 710-716. https://doi.org/10.1097/ACM.0000000000003073

Hoel, H., & McBride, A. (2017). ‘Getting In,” Staying In,’ and ‘Moving On’: Using Standards to Achieve Diversity and Inclusion. In Shaping Inclusive Workplaces Through Social Dialogue (pp. 33-51). Springer, Cham. http://ndl.ethernet.edu.et/bitstream/123456789/39821/1/71.Alicia%20Arenas.pdf#page=40

Ince, J., Rojas, F., & Davis, C. A. (2017). The social media response to Black Lives Matter: How Twitter users interact with Black Lives Matter through hashtag use. Ethnic and racial studies, 40(11), 1814-1830. https://doi.org/10.1080/01419870.2017.1334931

Kang, S. K., & Kaplan, S. (2019). Working toward gender diversity and inclusion in medicine: myths and solutions. The Lancet, 393(10171), 579-586. https://reader.elsevier.com/reader/sd/pii/S0140673618331386?token=388E7D891F02EDEA9AD417B3F59E8507145609FF2FADA865CFB3CDA722171C491EAD10419F9F4A6D34ABF93C89247A05&originRegion=eu-west-1&originCreation=20210409151558

Luksyte, A., Unsworth, K. L., & Avery, D. R. (2018). Innovative work behavior and sex‐based stereotypes: Examining sex differences in perceptions and evaluations of innovative work behavior. Journal of Organizational Behavior, 39(3), 292-305. https://doi.org/10.1002/job.2219 The Concepts of Diversity and Inclusion

Place, K. R., & Vardeman-Winter, J. (2018). Where are the women? An examination of research on women and leadership in public relations. Public Relations Review, 44(1), 165-173. https://doi.org/10.1016/j.pubrev.2017.10.005

Rao, S., How, P. C., & Ton, H. (2018). Education, training, and recruitment of a diverse workforce in psychiatry. Psychiatric Annals, 48(3), 143-148. https://doi.org/10.3928/00485713-20180211-01

Setini, M., Yasa, N. N. K., Gede Supartha, I. W., Ketut Giantari, I., & Rajiani, I. (2020). The passway of women entrepreneurship: Starting from social capital with open innovation, through to knowledge sharing and innovative performance. Journal of Open Innovation: Technology, Market, and Complexity, 6(2), 25. https://doi.org/10.3390/joitmc6020025

Stephens, E. H., Goldstone, A. B., Fiedler, A. G., Vardas, P. N., Pattakos, G., Lou, X., & Tchantchaleishvili, V. (2018). Appraisal of mentorship in cardiothoracic surgery training. The Journal of thoracic and cardiovascular surgery, 156(6), 2216-2223. https://doi.org/10.1016/j.jtcvs.2018.06.046 The Concepts of Diversity and Inclusion

Swartz, T. H., Palermo, A. G. S., Masur, S. K., & Aberg, J. A. (2019). The science and value of diversity: closing the gaps in our understanding of inclusion and diversity. The Journal of infectious diseases, 220(Supplement_2), S33-S41. https://doi.org/10.1093/infdis/jiz174

Velasco, M., & Sansone, C. (2019). Resistance to diversity and inclusion change initiatives: Strategies for transformational leaders. Organization Development Journal, 37(3), 9-20. https://verticleleadership.com/wp-content/uploads/2019/12/OD-Journal-Fall-Velasco_Sansone-2.pdf

Walker, V. (2019). The road to nonprofit diversity and inclusion. The Journal of infectious diseases, 220(Supplement_2), S86-S90. https://doi.org/10.1093/infdis/jiz175 The Concepts of Diversity and Inclusion