NOTES:
Literature Review paraphrasing.
The below text/paragraphs need to be paraphrased. You don’t need to literally paraphrase word by word, as long as the text is concise, flows and makes sense.
Sentences highlighted in yellow do not need paraphrasing as this is for my own reference.
Rubrics: Calibri body 12, line spacing 1.5, approximately 3000-3200 words
NO REFERENCES, THIS IS ONLY PARAPHRASING
NOTES: Literature Review paraphrasing. The below text/paragraphs need to be paraphrased. You don’t need to literally paraphrase word by word, as long as the text is concise, flows and makes sense. Sentences highlighted in yellow do not need paraphrasing as this is for my own reference. Rubrics: Calibri body 12, line spacing 1.5, approximately 3000-3200 words 1 Cultural Diversity Management at the workplace(Jibs p.5) 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. Sharma (2016) explained six reasons for having a diverse workforce, such as, 1). Improved understanding of customer base, 2). Increased productivity, 3). Greater innovation and creativity, 4). Increased skill set, 5). Improve new employee and retention and 6). A larger talent pool. In the first reason, “Improved understanding of customer base”, the author mentions that, with a wide range of multicultural workforce with different backgrounds and experiences, it is easier to serve the customers. The next reason is about increased productivity, where the author mentions that diversity comes with different ways of thinking, combining of various experiences and expertise, which result in teamwork, greater productivity and employee satisfaction. The third reason explains that having a diverse workforce leads to an increased level of skills, talents, ideas and innovation. The fourth reason, mentions that with a diverse environment, that has numerous different skills, it becomes easier to cope with, adjusting to, and further succeed in a constant changing market. Reason number five discusses that new employees that are more comfortable in a multicultural environment since they can easily integrate with everyone and they also feel more valued. This later benefits into building expertise and experience of an employee. In the last reason, the author states that rather than viewing and referring to only select groups with potential applicants, organisations can benefit from taking advantage of a larger talent pool, since there are individuals from different backgrounds that provide a variety of skills. 2 The Role of HRM in Cultural Diversity Management (jibs 2.2) Diversity management in an organisation can lead to positive performance outcomes, when the HR practices supports the multicultural workforce that possesses the skills to turn diversity into an advantage for the organisation. Not only does HRM ensure equality, the function also values and makes use of diversity in an effective way, therefore HRM has a vital role when it comes to diversity management (Abidemi et al., 2018). Hofstde (2009) states that the functions, HRM and diversity management take individual differences, development and the well-being of every individual at the workplace into interest. Therefore, the author concluded based on previous researchers that, for an organisation to achieve an effective diversity management, it is necessary to have the appropriate HR strategies and functions. The upper management of a company is the most important for making an inclusive culture meaning better that it is relevant for the HR to be identified with implementing efficient policies. 3 Recruitment and Selection (Jibs.2.2) It has been suggested by previous studies that managers and employees refer equal opportunity as equal to diversity management for a person to be employed into an organisation. However, despite equality legislation and commitment to equal opportunity, a systematic discrimination in recruitment and selection process still exists (Shen et. al, 2009). Recruitment and selection reduces the cost of mistakes in hiring under qualified and incompetent employees while the process of firing them is also expensive. Also, organisations should ensure that its employment practices and policies provide for career planning, developmental opportunities, mentoring for disadvantaged group. 4 Training and Development Jibs 2.2 p.11) Training and development are necessary functions in human resource management and studies have proved it is an aspect that have received a considerate amount of attention from most organisational management (Shen et al, 2009). Its functions include job skills training, employee orientation, professional development and leadership training. An organisation should always attempt to improve on the future and current performance of its employees through education that increases their skills and knowledge in a field (Benson, 2006). The HRM functions here reflects promotion from within practices that supports employee work goals. Diversity Awareness and Unconscious Bias training is also a function that promotes effective integration of diverse group members and such training promotes a common understanding and assist in building a sense of belonging that could improve organisational and individual outcomes. The managers in organisations that lacks effective policies that guides diversity are likely to rate highly the subordinates that have similar experience and cultural background (Shen et al, 2009). 5 Performance management p11 This is the assessing and observing of employee’s performance, providing feedback and recording of the employee’s assessment. In this process, managers give feedbacks and describe the performance areas that requires improvement (Daft and Marcic, 2016). A study by Purcell and Hutchinson (2007) shows that negative attitude resulting from a poorly applied HR policy are experienced by employees more than they do when there is absence of a particular practice. The tolerance for an underperformance could emerge as a main issue of employee dissatisfaction in an employee opinion survey so an organisation should specify what an acceptable performance is among its staffs and managers. 6 Pay An effective compensation system is important in HRM since it helps organisations to retain or attract talented workers, also it helps impact on company’s strategic performance (Daft and Marcic, 2016). Although, an inequality in Pay could be a cause for job dissatisfaction or demotivation which is a major issue in diversity. In this regard, workplace inequality is still a global issue because of the differences in earnings between different race groups. The other HR system and practices may be redundant if there is no satisfaction in the pay and benefits received by employees. When management takes the welfare of its workers at heart by means of offering them proper compensation, health care and employee appraisal, It enables workers to feels they belong to the company irrespective of their cultural background by remaining loyal and hardworking which helps to increase the company’s productivity and profit 7 The relation/impact of Hofstede’s Cultural Dimensions on HRM Practises (Sahar) In countries with low individualism scores, it’s common for people to put the interests of the group ahead of their own. As UK has a high individualism score, the focus is more on “Me” first and not “Us”. Hofstede (1991), indicated that management practices and values are different from country to country based on each nation’s unique culture and traditions. The cultural inheritance of most nations has a significant influence on its economic, societal and political structure. These affect the development of management practices and values found in the country. Fischer (2008) mentioned that cultural values and norms influenced on both the design and implementation of HRM practices. He stated that cultural dimensions such as power distance and individualism versus collectivism impacts on key HRM practices like recruitment, compensation, training and organisational performance. Based on Verburg (1999) all HRM policies and practices are influenced by cultural dimensions and need to be taken into account when developing effective HRM. He stated that HRM can help to instil culture through training, selection, socialization and several forms of employee involvement to win minds and hearts and ensure shared believes and values. (Baron, McFarland, Ryan, & Page, 1999) Found that members of high uncertainty avoidance tend to use more types of selection tests, use them more extensively, conduct more interviews and monitor their processes in more detail, thus suggesting a greater intent to collect objective data for decision making. According to Kandula (2006) the key to good performance is a strong culture. He further maintains that due to difference in organizational culture, same strategies do not yield same results for two organizations in the same industry and in the same location. These studies make it clear that culture is an important determinant of shaping HRM practices and found that if HR practices aligned with cultural dimensions can lead to long-term competitive advantage for the organization. 8 2.4 Employee Perception towards HR Practises Perceptions are feelings or notions of an employee’s, concerning fairness, effectiveness and support of Human Resource Management practices at a workplace. It can be said that employees are more satisfied with their job and the place of work, if they perceive the HRM practices to be fair, effective in terms of positive outcomes and, useful and supportive in welfare and development (Ansari, 2011). Knowing the perceptions of employee about cultural diversity is important for organisations, as it may be a tool for forming strategies that may help shape its management (Hofhuis, 2015). Whether the perceptions have negative or positive effects, they may be reduced by the manner the policies are being justified and communicated within the workplace. When the managers, employees and other groups in an organisation have different perspectives towards the diversity management, it is because of poor implementation of the HR diversity practices (Shen et al., 2009). The processes of communicating HR practices and the practice itself, influences the employees’ interpretations. A positive outcome of a strong HR climate leads to positive employee responses and subsequently higher performance by them (Frenkel Restubog and Bednall, 2012). The authors, further argues that HR practices influences the employees’ attitudes in complex way, which are related to their sense of what fairness is. Moreover, the HR policies that are perceived as fair by the employees, when it comes to outcomes and procedures, leads to strong pay-off in increased organisational identification, effort and co-worker support. The attitudinal reactions of HR practices can be said to be dependent on employees’ perceptions towards these practices regarding their work. It is vital for organisations to see how the employees perceive the HR practices at the workplace, in order for the employees to obtain higher performance in their work and feel one with the company they are working for (Choi and Lee, 2013). 9. 2.5 Benefits and limitations of Diversity Management P. Dike p. 6, jibs If diversity management is managed effectively, it can lead to great advantages. There are various challenges and benefits when it comes to diversity management, however they are likely to vary depending on different countries. Another author pointed out that a workplace cultural diversity could be both unfavourable and favourable. Unfavourable in the sense that harmony is difficult to achieve amongst work colleagues which