Managing diversity at workplace: A case study of HP
In recent era of globalization workforce diversity have increased the complexity of job. The term diversity is defined by different authors in different ways. In this study the author has discussed different perspectives of this term and approaches used by Hewlet Packard to manage diversity. The study is divided into six sections:
1. Overview of HP
2. Different dimensions of diversity management
3. Strategies perused by managers to embrace diversity
4. Strategies used by HP to handle diversity
5. Paradigms of diversity management
6. Suggestions and conclusion
Overview of HP:
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But on the other hand it can also harm a company by creating difficulties in convergent processes. Diversity makes communication and integration more difficult because people do not think or behave in same way.
Managing diversity at workplace:
Adler (2000) identifies three approaches to manage diversity:
He also defines five strategies to handle cultural diversity in which the most suitable one is cultural synergy. Cultural synergy put its focus on valuing other cultures by upholding self-culture. HP is also following this approach of cultural synergy. Ely & Robert (2008) develops two models of attitudes to manage diversity. The first model known as plurism says that differences among people are real, substantial and consequential, so we must acknowledge and value each other in daily interactions. While in contrast the second model color blind says that differences are superficial, so it doesn,t matter how we should treat each other.
Paradigms of diversity management:
Thomas and Ely defines three paradigms to manage diversity.
* Discrimination and fairness paradigm
* Access and legitimacy paradigm
* Learning and effectiveness paradigm
The Discrimination and Fairness Paradigm focuses on equal opportunity, fair treatment, recruitment and compliance with federal equal employment opportunity requirement. This paradigm believes that the staffs get diversified, but the work does not. HP adhered to this paradigm in the 1960s and 80s by establishing a workplace free of discrimination, focusing on equal employment opportunity and affirmative action. The Access and Legitimacy Paradigm believes on the acceptance and celebration of the differences. HP sticked to this paradigm in the 90s by creating an inclusive work environment that values all employees. The Learning and Effectiveness Paradigm organizes itself around the overarching theme of integration. HP follows this paradigm in 21st century. It ensures global diversity by putting differences to work at the market place, work place and community. HP now adhered to this paradigm but it has achieved this through years of experience and initiative.
HP way of diversity...