Analysis of Impact of Workplace Diversity

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Evans, Adam, and Suklun, Harika. “Workplace Diversity and Intercultural Communication.” Cogent Business & Management, vol. 4, no. 1, 2017.

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The article discusses the problem of workplace diversity and examines its connection to immigration and cultural diversity in the U.S. The authors describe the work as a phenomenological study, which means that the research is focused on a first-person perspective. The article provides a comparison between non-native English-speaking women working in the U.S. and their native-English counterparts. The interviews of 16 American participants were conducted to evaluate the role of intercultural experiences at the workplace and reveal the challenges originating from diversity (Evans and Suklun 1). The researchers conclude that foreign employees’ co-workers tend to develop coping mechanisms to facilitate communication, while non-native workers are often misunderstood due to cultural differences.

The source might be considered credible, as it was written by experts in the field of Business Communication and peer-reviewed by a foreign affairs specialist. Moreover, the article was published in the multidisciplinary journal, Cogent Business & Management, containing current research and literature reviews on key business-related topics. The study is useful for researching workplace diversity, as it is dedicated to an actual problem of cultural differences and demonstrates how Americans communicate with immigrant colleagues at the workplace. The first-person perspective helps to understand the issues immigrants face in the U.S. and improve diversity management.

Hossain, Mohammed, et al. “Do LGBT Workplace Diversity Policies Create Value for Firms?” Journal of Business Ethics, vol. 167, 2020, pp. 775–791.

The research investigates the topic of workplace diversity through the lens of gender identity and sexual orientation. The authors claim that LGBT (lesbian/gay/bisexual/transgender) employees in the U.S. are supported by anti-discriminatory legislation, which motivates businesses to improve the Corporate Equality Index (CEI). The assessment of 398 firms allowed the researchers to conclude that that workplace diversity characterized by high CEI and LGBT inclusion can enhance a company’s performance (Hossain et al. 776). Additionally, the authors maintain that based on stakeholder theory, companies with workplace diversity policies show better performance and innovation results than traditional firms. Overall, the research evidence suggests that LGBT diversity has economic benefits for businesses and employees.

The article was written by a team of specialists in Business, so its level of academic and professional credibility is high. It was published in the Journal of Business Ethics, which accepts only original and peer-reviewed scholarly articles. The information from the study is up-to-date and relevant for the research of workplace diversity since it explains the importance of LGBT employees’ support and describes the benefits of such an approach. Businesses should acknowledge gender- and sexuality-based diversity, so the article uses evidence to educate the management and researchers on the benefits of workplace diversity integration.

Ng, Eddy, and Sears, Greg. “Walking the Talk on Diversity: CEO Beliefs, Moral Values, and the Implementation of Workplace Diversity Practices.” Journal of Business Ethics, vol. 164, 2020, pp. 437–450.

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The authors of the article study the role of the CEO in organizational diversity initiatives and propose an integrative model reflecting two main steps towards workplace diversity. According to Ng and Sears, the first step in the process of positively approaching diversity is the CEO’s adoption of pro-diversity behavior (437). The authors suggest that it should be followed by the second step, or the CEO’s commitment to the HR manager’s influence. The researchers focus on interdependent roles of CEOs and HR managers, which determine organizational commitment to workplace diversity strategies and allow fair allocation of resources for the cause. CEOs initiate and support the transformation process towards diversity, while HR managers work on its implementation. The article’s conclusion suggests that workplace diversity is impossible without effective collaboration between CEOs and HR managers as well as positive perceptions of diversity by the leadership team.

The source’s credibility is evident due to its expert authors representing the respectable educational establishments in Canada: Rowe School of Business and Sprott School of Business. The container of the article is the Journal of Business Ethics that publishes only peer-reviewed and trustworthy scholarly works. The article can become a part of the research because it underlines management and leadership goals for diversity support at the workplace promoted by CEOs and HR managers. CEOs are responsible for the decision-making in a company, so they have a significant influence on diversity and inclusion policies. The study also explains how individual contributions by executive-level personnel can affect the company’s approach to workplace diversity, which might be used in the research to discuss the main actors in organizational diversity promotion.

Rabl, Tanja, et al. “Diversity Management Efforts as an Ethical Responsibility: How Employees’ Perceptions of an Organizational Integration and Learning Approach to Diversity Affect Employee Behavior.” Journal of Business Ethics, vol. 161, 2020, pp. 531–550.

The researchers based in Germany and the U.S. aim to systemize current knowledge on workplace diversity as an integral part of organizational ethics and inclusion strategies. The field studies conducted in the two countries demonstrate that an organization’s inclusion and learning approach to workplace diversity influences employees’ perceptions of the company as respecting ethical virtues (Rabl et al. 531). The researchers claim that personal value for diversity should be also considered since employees’ low personal value undermines the organizational efforts to approach diversity positively. The article’s findings suggest that employees with high value for diversity promote inclusion, which helps to support diversity management programs and behaviors of workers.

The article is a result of a collaboration between German and American experts in the field of Management and Human Resources. It was peer-reviewed and published by Springer in the Journal of Business Ethics, which is a highly credible and reputable academic journal. The article can be integrated into the research on workplace diversity, as it contains valuable information about the relationship between organizational diversity management and employees’ values. Additionally, it might be used in the research to demonstrate the distinct roles of individuals and organizations for the achievement of workplace diversity and inclusion.

Scarborough, William, et al. “Support of Workplace Diversity Policies: The Role of Race, Gender, and Beliefs About Inequality.” Social Science Research, vol. 79, 2019, pp. 194–210.

The authors of the article analyze the views of management and employees on workplace diversity initiatives and policies and attempt to explain the reasons for certain opinions on the issue. The researchers review the data from the survey examining public opinion on relevant organizational policies and discuss the roles of gender, race, and personal beliefs in supporting workplace diversity and inclusion (Scarborough et al. 196). The study exposed the differences in the acceptance of gender diversity policies and racial/ethnic diversity policies among the respondents. The authors summarize the findings by stating that the support of workplace diversity policies depends on the managers’ and employees’ race, gender, and personal views on inequality and inclusion.

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The article is trustworthy because it was peer-reviewed and published in a credible journal, Social Science Research, issued by Elsevier publishing company. The list of references contains a wide range of relevant sources provided by professional associations or published in scholarly journals. Furthermore, its authors are experts affiliated with the major U.S. universities, including the University of Illinois and the University of North Texas. The role of race and gender in diversity initiatives support should be included in the research since it might be compared to the role of employees’ values described by Rabl et al. (531). The source is also valuable for the research, as it investigates the critical area of workplace diversity, which has limited existing knowledge and evidence.

References

Evans, Adam, and Suklun, Harika. “Workplace Diversity and Intercultural Communication.” Cogent Business & Management, vol. 4, no. 1, 2017, pp. 1–9.

Hossain, Mohammed, et al. “Do LGBT Workplace Diversity Policies Create Value for Firms?” Journal of Business Ethics, vol. 167, 2020, pp. 775–791.

Ng, Eddy, and Sears, Greg. “Walking the Talk on Diversity: CEO Beliefs, Moral Values, and the Implementation of Workplace Diversity Practices.” Journal of Business Ethics, vol. 164, 2020, pp. 437–450.

Rabl, Tanja, et al. “Diversity Management Efforts as an Ethical Responsibility: How Employees’ Perceptions of an Organizational Integration and Learning Approach to Diversity Affect Employee Behavior.” Journal of Business Ethics, vol. 161, 2020, pp. 531–550.

Scarborough, William, et al. “Support of Workplace Diversity Policies: The Role of Race, Gender, and Beliefs About Inequality.” Social Science Research, vol. 79, 2019, pp. 194–210.

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