How to manage diversity in the workplace

The success of the company is fundamentally enhanced by the workplace's acceptance of diversity. Diversity, in the words of Ravazzani (2016), includes connections, interactions, and relatedness. For instance, a varied staff enables the company to access a wide range of abilities, which leads to the efficient execution of tasks and the building of a competitive edge over rivals. In order to maximize the advantages and minimize the drawbacks related to the business, effective management of the varied workforce is essential.
Design and methodology for research
In order to have a thorough grasp of diversity, Ravazzani (2016) looked at the reasons behind adopting and putting diversity into practice in the business where the study concentrated on equality, inclusion, and distraction. The study used practice driven indicators which assisted in enumerating contingent factors at play. The researcher surveyed 90 companies as well as two focus groups to enhance achievement of appropriate results.

Findings of the Study

The results of the study apparently showed that most Italian companies understand what diversity entails and its benefits. Workforce diversity is widely practiced and effectively implemented which justify their success. The research proved that success in the contemporary society depends on the capability to adopt diversity, actively assess the handling of matters, and effectively implement the plans to ensure the business stays focused on its ultimate goals. Also, it was found that business embraces diversity to increase adaptability, inspire employees to effectively discharge their duties, enhance the provision of boarder range of services, spur creativity and innovation, and others. Furthermore, these organizations depend on the human resource department to establish possible deterrents to the successful implementation of the system. Some of the metrics identified include but not limited to perpetual cultural and language barrier that hamper effective communication, resistance to change, and inapt strategies for managing the workers. Consequently, adequate measures have been put forth which ensures diversity plans are well executed. Additionally, the research found that Italian companies focus on dealing with social expectations to strengthen relationships among workers which enhances teamwork (Ravazzani, 2016). Regarding this matter, it was uncovered that social expectations are shaped through isomorphic pressure; thus, the management formulates different measures to prevent adverse effects from the social influence. Therefore, Italian firms focus on social expectation just to secure legitimacy in the work environment.

Moreover, the findings indicate that Italian firms deeply understand diversity management practices which allow them to develop appropriate execution strategies. Some of the elements identified include the inclusion of compliance and opportunity-oriented jobs and the interplay between voluntarism and coercion which goes hand in hand with priorities and perspectives of the locals.

Significance of the Study

The research addresses insufficiency of prior studies through connecting the measures of dealing with diversity as well as other interventions and contextual factors that ought o be considered by organizations. Also, it links practice driven aspects with approaches which can be emulated by firms that aim to survive the fierce competition. Further, the study elaborates how predictive and descriptive potential can be contextualized to ensure the business benefits from diversity. The findings will be able to fill the research gap in Italy where most scholars have addressed qualitative approach and gender issues. Finally, implications of the study will importantly help other practitioners and scholars in other countries.

Reference

Ravazzani, S. (2016). Understanding approaches to managing diversity in the workplace: an empirical investigation in Italy. Equality, Diversity, and Inclusion: An International Journal, 35(2), 154-168, https://doi-org.ezproxy.liberty.edu/10.1108/Edi-08-2014-0062