36 HRM Review August 2009

Diversity atWorkplace

Diversity is all the ways in which wediffer.

– VR Hayles

DIVERSITY MANAGEMENT

Understanding the dimensions of diversity helporganizations become aware of, appreciate, and valuediversity. Four main models emerge from the researchcarried out in the area of diversity dimensions in theworkplace. These are: diversity wheel, four layers ofdiversity, diversity iceberg, and the kaleidoscopeperspective of the individual. The diversity dimensionswhich are most significant in an Indian organization arelanguage, regional origin, religion, socioeconomic status,gender, ethnicity, and food habits. Irrespective ofwhichever country or company one belongs to, in order tobuild a culture of diversity, the key is to respect thesensitivities of the local traditions and norms, understandthe ‘hidden’ dimensions, and combine them with globalorganizational values.

Understanding the dimen-sions of diversity is a keystep for organizations to

define what diversity means to themand to become conscious of the at-tributes that are important for them.While developing diversity initia-tive, organizations strive to address

1 Loden Marilyn and Rosener Judy B (1991),Workforce America! Managing Employee Diversityas a Vital Resource, McGraw-Hill.

© 2009 The Icfai University Press. All Rights Reserved.

these dimensions. Recognizing thesedimensions also helps individualsand organizations to appreciate howdifferent attributes put togethermake a person. Overall, becoming fa-miliar with the dimensions of diver-sity helps one to become aware of,appreciate and value diversity.

The Background of DiversityDimensions

Major researches carried out in thisfield have been presented below.

Apart from the illustrated models,there are several minute modifica-tions made over the years to the listof diversity dimensions. Research-ers have mostly added a few dimen-sions, which they consider signifi-cant and worth addressing, whilemanaging diversity.

Diversity Wheel

The pioneering research in this fieldwas carried out by Marilyn Lodenand Judy Rosener1 (1991). They de-fine diversity as that “which differ-entiates one group of people fromanother along primary and second-ary dimensions…” Primary dimen-sions according to the researchersare, “Those which exert primary in-fluences on ones identity” and sec-ondary dimensions are, “Those whichthough are less visible, exert a morevariable influence on personal iden-tity and add a more subtle richnessto the primary dimensions of diver-sity.” The dimensions given by themcan be represented as (Figure 1):

37August 2009 HRM Review

Saumya Goyal

HR Researcher, Hyderabad.The author can be reached at

saumya.goyal@gmail.com

Figure 1: Dimensions of Diversity Wheel

Source: www.diversitycentral.com

Secondary Dimensions Primary Dimensions

DIVERSITY AT WORKPLACE

Four Layers of Diversity

Gardenswartz and Rowe2 (1998)built upon the primary and second-ary dimensions and added two morelayers to the diversity wheel. Ac-cording to them, diversity consistsof four layers, i.e., four concentriccircles (Figure 2). Personality of aperson is at the core of the wheeland it covers all those aspects whichconstitute the personal style of theperson. Internal dimensions andexternal dimensions are similar tothe primary and secondary dimen-sions explained by Loden andRosener. The outermost layer is ofthe organizational dimensions.These are corporate or institutionalaffiliations and are associated withpast and present experiences.

Diversity Iceberg

Rijamampianina and Carmichael3

(2005) propose that diversity be re-

defined as, “The collective, all en-compassing mix of human differ-ences and similarities along anygiven dimension.” With so manydimensions in existence, they cameout with the iceberg model to de-pict the diversity dimensions. As ananalogy to the iceberg, these dimen-sions have three facets. Above thewater line are the most visible di-mensions or the primary dimen-sions. Just below the surface, lie thesecondary dimensions which arerevealed with time, and the tertiarydimensions lie much below the sur-face. These are the core dimensions

and provide the real essence of di-versity. This model is representedin Figure 3. The model is illustra-tive, with only a few possible dimen-sions depicted in the figure.

Kaleidoscope Perspective of theIndividual

Maier4 (2005) argued that previousresearches on diversity have focusedon limited dimensions and out ofthese, a few, such as ethnicity, raceand gender, are over-emphasized.According to him, an individual canbe modeled by a kaleidoscope. Justas a kaleidoscope contains certainamounts of particles of variousshapes and colors, an individual is acomposition of various diverse at-tributes. The individual kaleido-scope can be represented as a multi-colored pie chart, with each pie de-picting a unique attribute, and sizeof the pie illustrating the impor-tance that an individual gives to aparticular attribute. On the basis ofthis perspective, Maier defines di-versity as, “the variety of kaleido-scope.” Figure 4 illustrates the ka-leidoscope perspective of diversity.

What Dimensions Have GlobalOrganizations Adopted?

Organizations which support diver-sity have either adopted one of thesemodels or have developed their own.Here are a few examples of the di-mensions which global organiza-tions consider as important.

2 Gardenswartz Lee and Rowe Anita (1998),“Managing Diversity: A Complete Desk Ref-erence & Planning Guide”, McGraw-Hill.

3 Rijamampianina Rasoava and CarmichaelTeresa (January 2005), “A Pragmatic andHolistic Approach to Managing Diversity”,Problems and Perspectives in Management.

4 Maier Christoph (2005), “A ConceptualFramework for Leading Diversity”, Int. J. Hu-man Resources Development and Management,Vol. 5, No. 4, pp. 412–424.

38 HRM Review August 2009

DIVERSITY MANAGEMENT

5 http://www-01.ibm.com/software/globalization/topics/diversity/diversity.jsp6 http://www.gm.com/corporate/responsibility/diversity/employee_diversity.jsp7 http://www.gm.com/corporate/responsibility/diversity/diversity_initiatives.jsp8 http://www.sun.com/aboutsun/globalinclusion/dimensions.html9 http://www.daimler.com/dccom/0-5-1096059-1-1098886-1-0-0-1161462-0-0-135-876574-0-0-0-

0-0-0-0.html1 0 h t t p : / / w w w . d a i m l e r . c o m / P r o j e c t s / c 2 c / c h a n n e l / d o c u m e n t s /

1652464_daimler_sust_2008_reports_sustainabilityreport2008diversity_en.pdf

Figure 2: Four Layers of Diversity

Source: www.gardenswartzrowe.com

*Internal and external dimensions are adapted from Marilyn Loden andJudy Rosener

Source: A Pragmatic and Holistic Approach to Managing Diversity, Rijamampianina Rasoavaand Carmichael Teresa

International Business MachinesCorporation5

IBM has adopted the diversitywheel of Loden and Rosener. It ac-knowledges the importance of thesedimensions on culture and valuesthe diversity in its workforce.

General Motors6,7

GM has also incorporated the Lodenand Rosener diversity model. Thismodel was also used to assist the de-velopment of the General MotorsDiversity Logo. GM’s diversity logois illustrated in Figure 5.

Sun Microsystems8

The three dimensions of global in-clusion which Sun has adopted areHuman, Cultural and Workplace.The human dimension includes at-tributes which are visible to others.This resembles the primary dimen-sions given by Loden and Rosener.The elements of cultural dimensionare less visible and comprise those

elements, which help define an individual and in-fluence the way he or she functions. These are simi-lar to the secondary dimension. The workplace di-mension is similar to the Gardenswartz and Rowe’sorganizational dimension.

Daimler9,10

Daimler has introduced a ‘42 dimensions’ programto enable a better understanding of comprehensivediversity. The figure of ‘42’ is arbitrary and repre-sents several diversity attributes of an individual.As a German automobile manufacturer, it followsthe German Equal Opportunities Act (AGG) andpays special attention to a few personal dimensionsof diversity. These are: race and ethnic origin, gen-der, religion and worldview, age, and sexual identity.The ‘42 dimensions’ model in a way resembles Maier’skaleidoscope perspective of an individual, as it sug-gests that an individual is made up of a combinationof varied attributes (Figure 6). The 42 dimensionsare given in table.

Figure 3: Diversity IcebergPrimary Dimensions:• Race• Ethnicity• Gender• Age• Disability

Secondary Dimensions:• Religion• Culture• Sexual Orientation• Thinking Style• Geographic Origin• Family Status• Lifestyle• Economic status• Political orientation• Work experience• Education• Language• NationalityTertiary Dimensions:• Beliefs• Assumptions• Perceptions• Attitudes• Feelings• Values• Group norms

39August 2009 HRM Review

Figure 5: GM’s Diversity Logo

Source: www.gm.com

Table: Diversity at Daimler – The 42 Dimensions of Diversity

1. Addiction2. Age3. Authority handling4. Character5. Clothing6. Communication style7. Courage8. Culture9. Definition of quality10. Disability11. Eating habits12. Education13. Employment14. Ethics

Source: www.daimler.com

15. Ethnic background16. Experience17. Family18. Family status19. Gender20. Hierarchy21. History22. Humor23. Intelligence24. Interests25. Language26. Language proficiency27. Law28. Leadership style

29. Mentality30. Morale31. Nationality32. Physical ability33. Power34. Professional style35. Religion36. Sexual identity37. Stress handling38. Subject matter

competence39. Time handling40. Values41. Weight42. Work-life balance

11 http://www.raytheon.com/diversity/ap-proach/

1 2 UBS diversity brochure. Available at: http://www.ubs.com/1/ShowMedia/about/d i v e r s i t y ? c o n t e n t I d =160533&name=UBS_Diversity.pdf

1 3 United States Library of Congress, Note onEthnic groups (2004), “India, a CountryStudy”, Available on http://lcweb2.loc.gov/frd/cs/profiles/India.pdf

14 h t t p : / / e n c a r t a . m s n . c o m /text_761557562__0/india.html

1 5 h t t p : / / e n c a r t a . m s n . c o m /text_761557562__0/india.html

Figure 4: Example of KaleidoscopeCompositions of an Individual

DIVERSITY AT WORKPLACE

Raytheon11:

Raytheon has developed its own di-versity wheel which represents equalimportance being given to demo-graphic, as well as non-demographicattributes of a person (Figure 7). Thediversity wheel illustrates thosetraits which are identified as impor-tant in order to make the company’sculture strong and unique.

UBS12

At UBS, diversity is defined across acontinuum, ranging from the morevisible aspects, like gender andethnicity, to the less visible aspects, likefunction and thought. The visibilitycontinuum is illustrated in Figure 8:

India – A Mosaic of Diversity

Being one of the oldest civilizationsin the world, the concept of diver-sity in India has been existing sinceages. Its people are culturally diverseand religion plays an important rolein the life of the country. Scholarsestimate that only the continent ofAfrica exceeds the linguistic, cul-tural, and genetic diversity of India.13

With the country boasting of suchdiverse population, the Indian work-place also reflects this diversity andconstitutes people from varied back-grounds, cultures, status, etc. Thediversity dimensions which aremost significant in an Indian orga-nization are discussed below.

Diversity Dynamics in the IndianWorkplace

There are certain dimensions whichhave shaped India’s present work-place environment. These are: lan-guage, regional origin, religion, so-cioeconomic status, ethnicity andfood habits. Each dimension is ex-plained in brief below: Language: According to India’s

national census, 114 languagesand 216 dialects are spoken inthe country. Eighteen Indianlanguages and English, havebeen given official status by thecentral or state governments.14

Regional Origin: Differences inthe way people live and work also

stems from the regional origin.People from the northern partof India are referred to as NorthIndians and people from thesouthern states are referred to asSouth Indians. Apart from this,people are also associated withtheir state of birth or wheretheir ancestors belong to. Forexample, Gujaratis are ‘NorthIndians’ from the state ofGujarat.

Religion: Around 80.5% of thepeople in India practice Hindu-ism, a religion that originatedhere. Another 13.4% are Mus-lims, and other religious groupsinclude Christians, Sikhs, Bud-dhists, Jews and Jains.15

Socioeconomic Status: This di-mension is predominantly based

Middle ageAnimal lover

Professor

MBA

Hindu

Nuclear

family

Mother

Women

Urban

Indian

40 HRM Review August 2009

Figure 7: Raytheon Diversity Wheel

Source: www.raytheon.com

Figure 6: Illustration of Various Diversity Attributes ThatConstitute an Individual

Figure 8: UBS Diversity Visibility Continuum

Source: www.ubs.com

Reference # 12M-2009-08-06-01

Visible Invisible

Gender • Ethnici ty • Age • Disabi l i ty • Sexual Or ientation • Rel ig ion • Funct ion • Thought

GeographicLocation

GenderIdentity andExpression

Language

SexualOreintation

LegacyCompany

Religion

HierarchyStatus

Age

NationalityEthnicity

Race

International

FunctionalDisciplineEducation

WorkExperience

Veterans

FamilySituation Physical

Ability/Disability

Gender

Building anInclusiveCulture

DIVERSITY MANAGEMENT

on one’s caste. The caste systemin India is more than 3,000 yearsold and conceived as a divisionof labor based on ability. Thereare four main castes in theHindu religion, which are fur-ther broken down to thousandsof smaller caste groups. Today’sworkforce comprises of diversepeople, irrespective of theircaste.

Gender: 48.3% of India’s popu-lation constitutes women andtheir numbers are gradually in-creasing in the urban workforce.Especially, the service-based in-dustries are witnessing an in-crease in the proportion ofwomen employees over the years.For example, Information Tech-nology and Information Tech-nology Enabled Services sectors

employ nearly 30% women intheir workforce.

Ethnicity: Most of the Indiansare either Indo-Aryans orDravidians. Generally, the‘North Indians’ are Indo-Aryansand the ‘South Indians’ areDravidians. A few groups, espe-cially in the north-easternstates, are Austro-Asiatic; a feware Sino-Tibetans and variousother smaller ethic groups alsoexist across the country.

Food Habits: India is one thosefew countries where a large num-ber of populations is non-meatconsuming or ‘vegetarians’. Thefood habits are mostly guided byone’s religion and caste, but withthe younger generation, thispractice is not as ‘strict’ as it wasearlier. Interestingly, the food

habits are also influenced by one’sregion as climate is a major de-ciding factor on the availabilityof a particular type of crop.

ConclusionScholars have presented compre-hensive, all-attribute-encompass-ing models of diversity dimensions.Any organization which truly un-derstands the importance of diver-sity in its workforce can adopt anyof the models to understand the di-mensions. Most importantly, in or-der to build a culture of diversity,the key is to respect the sensitivi-ties of local traditions and norms,understand the ‘hidden’ dimen-sions, and combine them with glo-bal organizational values.

Source: www.daimler.com