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Annotated Bibliography: Employee Diversity And Discrimination <\/p>\n
FirstName MiddleInitial(s) LastName
Institutional Affiliation (Department Institution)
Course Number and Name
Instructor Name and Title
Assignment Due Date<\/p>\n
Abstract<\/p>\n
This paper explores the relationship between employee diversity and discrimination. It observes that establishing a diverse workforce eliminates the challenge of inequality affecting many organizations. A literature review asserts that the main diversity issues affecting firms are age, race, and gender. Companies that do not provide equal opportunities limit themselves from reaching their potential because employees feel unappreciated. Therefore, this study demonstrates the significance of establishing employee diversity to eliminate discrimination.\u00a0The research denotes that successful employee diversity increases job satisfaction and performance. It reveals that employees feel valued when leaders give them equal opportunities regardless of age, ethnicity, or gender.<\/p>\n
Consequently, they strengthen overall organizational performance.\u00a0The study highlights the negative consequences of unconscious bias training. As a result, organizations utilize the initiative to encourage employee diversity, but it is ineffective in eliminating discrimination. Therefore, the research provides suggestions to improve the training that includes all workers to promote diversity and strengthen equality for all individuals.<\/p>\n
Alam, M. S., & Shin, D. (2020). A moderated mediation model of employee experienced diversity management: openness to experience perceived visible diversity discrimination and job satisfaction.\u00a0International Journal of Manpower, 1-23.<\/p>\n
Alam and Shin establish a model that connects the significance of employee diversity in eliminating discrimination. The authors observe that workers develop perceived discrimination when management does not implement strategies promoting diversity. The article’s objective is to explore whether diversity management affects employee satisfaction when they have perceived discrimination. The objective is relevant in guiding the authors to develop an appropriate research strategy to a valuable conclusion.<\/p>\n
The article is significant to this study because it brings the concept of job satisfaction. Employees working in workplaces with discrimination in terms of gender or race are likely to experience low satisfaction in their jobs. Besides, Alam and Shin develop the relationship between employee diversity and job satisfaction to demonstrate how workplace discrimination can lead to unproductivity. Therefore, the insights are valuable to the research topic because they show how a lack of a diverse working environment can lead to negative consequences.<\/p>\n
The article uses data gained from a survey that the authors conducted. They issued questionnaires to 400 employees working across different organizations. The number of participants and the method of data collection add credibility to the article because it gathered different perceptions among a large group of workers. The results conclude that organizations fail to achieve their objectives when they do not incorporate diversity management to eliminate perceived discrimination. The findings are essential to the research because the authors observe that organizations should integrate racial, gender, and age diversity to increase performance.<\/p>\n
Kunze, F., Boehm, S. A., & Bruch, H. (2021). It matters how old we feel in organizations: Testing a multilevel model of organizational subjective\u2010age diversity on employee outcomes.\u00a0Journal of Organizational Behavior,\u00a042(4), 448-463.<\/p>\n
Kunze et al. explore age diversity integration into organizations to eliminate age discrimination. It is a significant challenge in diversity management whereby workers of an older age are receiving fewer opportunities such as training and compensation. The article shows that organizations remain unproductive when they do not maintain equality based on age because all workers have diverse talents. The connection benefits this study because it demonstrates how the lack of a particular type of diversity can result in workplace discrimination.<\/p>\n
The article is significant because it utilizes figures to demonstrate the relationship between age diversity and discrimination. For instance, the images detail how lack of age diversity results in high turnover and low engagement among the old employees between 50 and 60. Therefore, Kunze et al.\u2019s article are significant to this research because it provides demonstrations that outline the effects of inequality based on age.<\/p>\n
The authors gain their data from a survey of employees in different companies. The average age for the participants was 40, which made the article credible because it aimed to study older employees. Thus, the employees provided their opinions about their experiences in the workplace without age diversity, which made the authors\u2019 work credible.<\/p>\n
The article\u2019s results reveal that companies that have incorporated age diversity practices experience low levels of perceived age discrimination. The old employees feel that their leaders value them due to practices such as equal chances of promotions, benefits, and career development. Kunze et al.\u2019s article are significant because it examines an area with few studies, yet it affects most organizations. Nevertheless, the article’s research participants work in small organizations, which may provide inadequate information.<\/p>\n
Luu, T. T., Rowley, C., & Vo, T. T. (2019). Addressing employee diversity to foster their work engagement.\u00a0Journal of Business Research,\u00a095, 303-315.<\/p>\n
Luu et al.\u2019s article discuss how incorporating employee diversity can eliminate discrimination in the workplace. The authors believe organizations should prioritize eliminating inequality to create a peaceful work environment where employees focus on attaining company goals. They maintain that it is the responsibility of the human resource (HR) leadership to develop practices that promote diversity. The article aims to demonstrate how employee diversity reduces discrimination, which increases work engagement.<\/p>\n
The article refers to the works of other researchers who have conducted similar studies. It is a relevant source because it cites authentic information from other authors with recent studies. Additionally, the authors use data collected from employees and their managers in different manufacturing corporations with robust HR systems. The article has a strong analysis because it collects outcomes from various manufacturing firms. This makes the results accurate and reliable to make conclusions.<\/p>\n
The article is helpful to this research because the authors highlighted the diversity practices to study. They include compensation, career development, staffing, training, and performance evaluation. They are elements that entail discriminatory acts when diversity is lacking in an organization. The article\u2019s results reveal that employees perceive the presence of discrimination when the workplace is not diverse. The authors emphasize that diversity creates social groups in a company, strengthening workforce relationships. Consequently, it promotes equality, which eliminates discrimination.<\/p>\n
The article benefits the research because it addresses the relationship between employee diversity and discrimination. In addition, the authors offer insights into diversity practices to integrate into the workplace, which forms the basis of the study topic. Nevertheless, the article has limitations. It did not address employee perceptions of diversity practices, which is significant in assessing whether they assist the workforce.<\/p>\n
Moon, K. K., & Christensen, R. K. (2020). Realizing the performance benefits of workforce diversity in the US federal government: The moderating role of diversity climate.\u00a0Public Personnel Management,\u00a049(1), 141-165.<\/p>\n
Moon and Christensen write their article highlighting that employee diversity increases organizational performance. The authors outline the effects of discrimination in a workplace that fails to emphasize the importance of diversity in the working environment. The article discovers that incorporating a diverse workforce regarding race and gender improves workers’ performance because they feel valued.<\/p>\n
The article aims to develop the connection between employee diversity and performance when organizations eliminate discrimination. The authors utilize secondary data collected from the U. S. Federal Government. The information from the secondary source benefits this study because it offers gaps and additional information that requires further research. From the results, the article concludes that a diverse climate in the workplace has a positive effect on organizational productivity.<\/p>\n
The article is significant to this study because it concentrates on gender and racial discrimination, the two major inequality issues affecting organizations. However, Moon and Christensen used data collected over a short period. Therefore, similar research may yield different results conducted over a long time.<\/p>\n
Noon, M. (2018). Pointless diversity training: Unconscious bias, new racism, and agency.\u00a0Work, employment and society,\u00a032(1), 198-209.<\/p>\n
Organizations believe that diversity training effectively eliminates discrimination in the workplace, mainly based on race. However, Noon’s article asserts that most companies execute unconscious bias training, which does not eliminate unfairness and inequality. The source is essential because it demonstrates how the lack of an effective diversity management program increases discrimination in working environments.<\/p>\n
Noon aims to show how unconscious bias diversity training enhances discrimination instead of eliminating it. The article emphasizes that the strategy cannot reduce racism in the workplace, requiring more research. Noon’s objective is significant to the research topic because it suggests better ways to promote diversity management and eliminate discrimination. Most HR leaders implement unconscious bias training for employees to make them aware of biases based on race. However, the article emphasizes that the initiative requires development for managers and employees to eliminate discrimination in the workplace.<\/p>\n
Furthermore, the article is valuable because few studies reveal the ineffectiveness of diversity training. Noon notes that the individuals discriminating against others can change their behaviors, but the organizational structure limits them. The research topic aims to connect the relationship between employee diversity and discrimination. Hence, Noon’s article is significant because it offers proper techniques that employers can implement to eliminate discrimination and promote diversity.<\/p>\n
Setati, S. T., Zhuwao, S., Ngirande, H., & Ndlovu, W. (2019). Gender diversity, ethnic diversity, and employee performance in a South African higher education institution.\u00a0SA Journal of Human Resource Management,\u00a017(1), 1-8.<\/p>\n
Setati et al.\u2019s article highlight discrimination as a diversity issue. It emphasizes that only a few organizations can eliminate the challenge of inequality based on gender or ethnicity. Setati et al. observe that most employers view diversity only as a tool for organizational goals. The article is significant to the research because it informs the significance of enhancing employee diversity to eliminate discrimination and increase organizational performance.<\/p>\n
The article aims to research the importance of ethnic and gender diversity in the workplace. Setati et al. also intend to demonstrate the importance of an effective employee diversity system in strengthening performance when it gets rid of discrimination. It assists in describing how encouraging diversity prevents discrimination and offers techniques to promote equality. Setati et al. stress that employers should begin by understanding the concepts of diversity to implement strategies that make all workers feel valued. The article highlights challenges that result due to diverse individuals in the workplace. Therefore, it aids in linking the association between employee diversity and discrimination.<\/p>\n
The article is reliable because it collects data from staff members in an institution through questionnaires. The data collection method is relevant to the research due to the significance of the opinions and views that the participants provide. The results contribute to the research because they demonstrate the importance of ethnic and racial diversity in improving employee performance. Therefore, the article is essential in identifying how discrimination results in organizational challenges and how establishing worker diversity can provide solutions.<\/p>\n
The article contributes to research by offering recommendations to future researchers. The authors suggest that studies should assess the components of diversity to enhance an understanding. Consequently, organizations will utilize the information to establish an effective system that promotes employee diversity and improve performance.<\/p>\n
References<\/p>\n
Alam, M. S., & Shin, D. (2020). A moderated mediation model of employee experienced diversity management: openness to experience, perceived visible diversity discrimination and job satisfaction.\u00a0International Journal of Manpower, 1-23. https:\/\/doi.org\/10.1108\/IJM-06-2019-0286<\/p>\n
Kunze, F., Boehm, S. A., & Bruch, H. (2021). It matters how old we feel in organizations: Testing a multilevel model of organizational subjective\u2010age diversity on employee outcomes.\u00a0Journal of Organizational Behavior,\u00a042(4), 448-463. https:\/\/doi.org\/10.1002\/job.2505<\/p>\n
Luu, T. T., Rowley, C., & Vo, T. T. (2019). Addressing employee diversity to foster their work engagement.\u00a0Journal of Business Research,\u00a095, 303-315. https:\/\/doi.org\/10.1016\/j.jbusres.2018.08.017<\/p>\n
Moon, K. K., & Christensen, R. K. (2020). Realizing the performance benefits of workforce diversity in the US federal government: The moderating role of diversity climate.\u00a0Public Personnel Management,\u00a049(1), 141-165. https:\/\/doi.org\/10.11770091026019848458<\/p>\n
Noon, M. (2018). Pointless diversity training: Unconscious bias, new racism, and agency.\u00a0Work, employment and society,\u00a032(1), 198-209. https:\/\/doi.org\/10.11770950017017719841<\/p>\n
Setati, S. T., Zhuwao, S., Ngirande, H., & Ndlovu, W. (2019). Gender diversity, ethnic diversity, and employee performance in a South African higher education institution.\u00a0SA Journal of Human Resource Management,\u00a017(1), 1-8. https:\/\/doi.org\/10.4102\/sajhrm.v17i0.1061<\/p>\n","protected":false},"excerpt":{"rendered":"
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