Mindset and not hard work is the solution to the big problem facing Asian American employees in English-speaking countries. Asian American employees are discriminated against in the companies and refused promotions as their American counterparts. Despite their qualifications, in senior positions (Ruttiman). While more Asians are included in the entry positions, few of them move to senior management in English-speaking countries. This issue, known as the “bamboo ceiling,” is due to unseen barriers that prohibit Asian workers from moving to senior management level. Several research programs have not found ways to do things right. However, the problem still exists in major corporations with only 30% Asian Americans in senior-level management in American companies (Lacoma). The challenges arise from the fact that more efforts have been put on hard work on the side of Asian Americans. Bamboo Ceiling is a result of the notion that Asian cultures do not have leadership skills required in institutions and business organizations. These views are stereotypical cultural. Americans culture differs from that of Asians because of the different races. While managers may see this as a problem of the people of Asian origin because of the stereotypical view of this race, Bamboo Ceiling is a management problem. This paper shifts the discussion from the characters and shortcoming of the Asian people to the role of executives in fostering diversity in organizations and institutions. The proposed approach to the issue is diversity training to employees and managers within the organization with the aim of changing their midst.
Background of the Problem
According to Tomaskovic-Devey and Stainback (60), the Civil Right Act effectively promoted increased access to more quality jobs among racial minorities. The two authors state that the pace of change is slow but admit that there is evidence of the impact of the law. The slow pace results from the lack of moral responsibility on the top level managers within organizations. There are ethical considerations involved in recruiting employees of different races in an organization. The two authors show the trends in race and sex inequality influenced by Title Vii of the CIVIL Rights ACT OF 1964 in their article titled Discrimination and Desegregation: There is segregation at the workplace caused by different conditions hence the law in not fully implemented in all places. The conditions can be cultural and racial as in the case of bamboo ceiling. For instance, some organizations still deny Asian Americans leadership position because of their race and not their qualification or level of education. The theories of discrimination social conflict explain the status of inequality at the American workplace. Bias occurs in an organization at all levels, which is why managers should understand the basis of Title VII. People have their theoretical perspectives about people of a particular origin and specific gender. Asians in America and other minority groups still face discrimination despite the change in a workplace as they increasingly join the workplace (Tomaskovic-Devey and Stainback 67).
The Proposed Action
This paper proposes a business-based social action that addresses the bamboo ceiling problem. The best action is conducting training for the employees and staff with a commitment to diversity. Although C.E.O’s focus mainly on training their employees on how to improve communication, marketing, forming teams, motivation and other product centered training. This paper proposes training that is employee centered. The training will help all cultures within the organizations to embrace diversity and prepare them for Asian-American leaders. The training will also give Asian Americans an opportunity to rise to other positions and develop their career. This training is different from other training because it does not focus on hard work but the change of employee mindset. The responsibility of the company is to develop the career of its employees and ensure that individual employees do not fight their way to the top (Swiveltime). The managers will also be trained on this program to help them have ideas on the best implementation procedures. A trainer should have skills and knowledge to be successful in the current and future business environment. A coach should consider digital, mobile, technology, globalization and economic forces that affect training in multicultural organizations. They will also need interpersonal when interacting with people in the business domain. A trainer should get along with others and understand their needs. Technology literacy is critical in the changing IT world. Training is used as a quick-fix solution to safety professionals, yet lack of knowledge is not the culprit. Trainers should, therefore, seek the cause of Bamboo Ceiling and see how their training can be a solution.
This is an integrated training that will flow from the top down to the lower levels in the organization. A commitment to diversity must begin from the top before it permeates through all the levels within the corporation. CEO’s of major corporations should participate in mentoring programs (Tan 560). The mentors in these programs should receive training from C.E.Os on cultural awareness. Chief executive officers should sponsor high-potential employees that belong to the underrepresented groups. The mentoring team should sponsor underrepresented groups and need to get to the source of the problem to determine if the training is a correct fix for the problem. The needs analysis should focus on handling the root of a performance problem.
Although the management teams in organizations view the bamboo ceiling as problem of the Asians and Americans with Asian origin, they need to Nature cultural competence when managing culturally diverse staff. Training should be done with the aim of creating teams that mirror diversity. C.E.O s should sponsor cultural competence development training for the management team. The training will enable the management team to acknowledge the importance of having the competence and skills to manage culturally diverse staff. The managers need to motivate, develop and provide feedback and rewards to their staff, who will learn leadership skills and apply. An organization cannot build a team of working professionals without the help of a human resource manager (Murrell 290). Human resource manager increases effectiveness and contribution of employees to attain the goals and objectives of an organization. This office is responsible for affirmative action, human resource planning, recruitment, selection, development, compensation, benefits, health, safety, and labor relations. However, recruitment, training, health, and safety are more important. As these aspects work together, HRM role can be optimized to shape employee and organizational behavior.
Employees also need t learn and develop their careers with the help of their employers. According to (Yang), the major challenge facing Asian employees in organizations is that they are expected to work their way up to the top. They, therefore, do what they believe is their best and wait for promotion from their managers. Managers, on the other hand, overlook them and promote people from other cultures. This is the major reason for the lack of Asians at senior levels of organizations. Taking action to develop the unique career of Asian employees should the responsibility of the company. One of the major aspects of the human resource manager is recruitment and training; this involves human resource planning where the manager set strategies for hiring the right people in the organization. It also involves designing the best criteria suited for the job description available. However, the cost of hiring new employees is high hence the need to invest in employees within the organization.
The training will also involve social learning that goes beyond smile sheets, surveys, and dashboards. According to Edwards (37), employees with different cultures will learn by observing each other and imitating what they see. It encompasses motivation, attention, and memory which enhance learning. Asian employees can take advance positions once they learn the attitudes, behavior, and culture of other employees in the organization.
Reasons for implementing the Program
Employee utility tool
This approach improves employee utility. Utility in this concept is the extent to which an employee provides an economic value greater than its cost. Training unlocks employee potential and makes them relevant to the organization (Perea 34). The cost of maintaining employees in an organization are high hence they should be relevant and efficient. The cost of hiring outside the organization is also higher than promoting an internal personnel. When Asian employees are trained to learn the culture and behavior of individual employees in America, they become relevant and competitive. It is an effective approach to competitive advantage.
Stirring work ethic
Training will reduce the unconscious bias on the Asian communities in the organization. A strong work ethic energizes hence gives the business a long-term success. Talking about bamboo ceiling prompts a question in the mind of employees: Does the ceiling exist? The responsibility of this business model lies in all levels of operations and management. C.E.O’s will build a strong work ethic by sponsoring minority group into mentorship and training programs. Top level managements will train undergo training to adapt to the culture and ways of living among different employees. Managers will also help all employees develop their career and have equal opportunity for promotion to higher levels of management. The barriers to professional advancements of employees with Asian backgrounds exist, and this can be a difficult point to start the conversation. Racial discrimination is the major contributing factor to the problem (Eguchi 1000). The act of mentoring under-represented groups and sponsoring them into training programs changes is in itself an organization’s commitment to diversity. It will help break the barriers that Asian employees face in the organization.
This approach is practical for an organization with effective HRM management skills. It emphasizes the role played by Human Resource Managers in foster a good working environment with people from different cultures. HRM role should be action oriented, people-oriented, future-oriented, and global-oriented to guide employee and organizational behavior successfully. Action oriented means that human resource department should be able to measure their contribution to the organization. Its productivity and effectiveness depend on how it serves the people both now and in the, this is the reason why it should be people-oriented and future-oriented. The language of business used in the globe together with systems of measuring HRM success in the globe should be used in the organizations to optimize the employee behavior in the global standards.
Recommendations and conclusion
For a successful training on diversity, the C.E.O and the budgetary committee should invest more money in training underrepresented communities in the organization. The team of experts within the company should be given the mandate to run the department. The members should represent all the minority groups within the organization. They understand the professional barriers that face them hence are in a good position to help their counterparts.
There is need to assess the effectiveness of the program on an annual basis to identify the areas that need improvements. Investigations should be done on the effectiveness of training managers and employees on diversity, its impact on the business and future expectations, this also includes employee preparedness for Asian American leaders. The budgetary committee should also consider this in mind when forecasting the budget.
In conclusion, bamboo ceiling denies Asian Americans the right to top level positions. The discrimination in the American workforce continues to discourage potential managers with Asian origin from acquiring top level positions of management. The responsibility to show effective leadership in the organization is in the hands of C.E.Os, executives and other levels of management. An organization that is committed to diversity requires trained managers who understand the needs of multicultural employees. This paper proposes an integrated training where both employees and managers learn their environment and develop a good work ethic. Training employees to break the barriers of ethnic defaults of leadership associated with them will help them develop their career. There more responsibility on managers and C.E.Os to budget for training assessment of the training to see its impact in the organization. The program is practical, increase work ethics and unlocks employee potential.
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