hrd equality, gender and diversity iv

Human Resource Development: Equality, Gender and Diversity

Running head: HUMAN RESOURCE DEVELOPMENT: Equality, Gender

and Diversity


Walter A. Van Stone

Address: 4607 Spring Creek

Arlington, TX 76017

Phone:

Email: [email protected]


Abstract

In today’s business world, organizations will face constant

changes. The changes that firms face today are due to

economical, legal, cultural, globalization, lifestyles,

demographic, the war on talent, ethical issues, equal

opportunities and equal rights, as well as a shortage of

material resources, environmental issues (companies becoming

‘green’) and recently the collapse of the financial system

are firms major viewpoints for change.

One of the biggest challenges that firms face when it

becomes a global organization is its workforce (human

resources development) and the changes to it. Moreover,

firms are realizing that their workforce must be flexible

and mobile. In addition, they must recognize the diversity

of their potential employees, customers, and foster an

innovation, equal opportunity, and respectful working

environment. There is evidence that firms, who foster a

diverse work environment through teams, become more

innovated and productive. Therefore, it is imperative that

firms make equality, gender and diversity a part of the

organizations human resources development strategy.

To date various scholarly journal articles have addressed

workforce diversity and its importance on firm’s

productivity. These articles examined individual


organizational challenges and the need to implement a policy

that augments the potential of their overall workforce. This

paper will attempt to examine the means of human resource

capital programs in attracting and retaining (methodologies)

a diverse workplace.

Secondly, examine human resources role in human resources

development programs such as mentoring, career development,

and quality of work-life balance concepts. Are there changes

in production, motivation, job satisfaction after the

implementation of these concepts?

Thirdly, distinguish the risks and constraints of gender and

diversity-oriented human resources development. What are the

advantages of a gender and diversity-oriented policies for

an organization, management, and its workforce?

Introduction.

A diverse workplace in today’s competitive environment

is paramount. Firms must be cognizant of attracting,

developing, and retaining a diverse workplace. In addition,

firms must know how to establish a diverse workplace, what

trends work and what does not work? They must development

and implement workplace programs, provide mentoring, career

development, and a work life balance. They must know what

motivates their employee’s and what contributes to

employees’ job satisfaction. Some organization only


recognizes workforce diversity or workplace diversity, and

unintentionally fails to recognize a diverse workplace. A

diverse workplace values respect and individuals

differences, it recognizes each employee’s contributions to

an organizations shareholder value, and creates a work

environment that heightens the employee’s potential-its

human capital; regardless of age, ethnicity, gender,

physical abilities, race, sexual orientation or educational

background- although just as important. Simply said

workforce diversity is the differences among people working

in an organization and diverse workplace is the differences

among the organization and its working people.

Human Capital Programs

According to Kulvisaechana (2006) the geneses of the

theory of human capital; introduced through a sub branch of

economics. It was through Adam Smith’s 1700’s economic

theory and the four concepts of fixed capital; machines,

buildings, improvements of land, and human capital. Today

human capital theory has developed and applied to, corporate

value creation, competitive advantage, and organizational

growth. Human capital has taken first chair in firms that

want to increase their market value. For organizations to

become competitive and increase growth they are realizing

that their human resources are their greatest assets-not


their fixed assets. However, according to Kulvisaechana

(2006), who cites Kingsmill, (2001) study on human capital,

“recent evidence reveals that many organizations have not

paid sufficiently close attention to human capital

development, leading to an under-utilization of talent in

the workforce.”(p.722). Moreover, the biggest challenges are

the gaps on how human capital initiatives should be

developed and implemented. Additionally, Bontis (2009)

argues and identifies that knowledge-based organizations

must invest in their human resources through a constant

means of development of its human resource, such as

knowledge sharing-know-how, corporate knowledge, and its

workforce experiences. On the other hand, Bart, Baetz and

Pancer (2009), argues that employee volunteer programs

(EVPs) are beneficial through service-learning theory. The

authors describes an EVP programs that can be used as to

help employees view the program as a learning experience-

professionally and personally. Bart et.al, suggest that EVPs

ideally will enhance human capital through Johns and Saks

(2008) “organizational learning practices” (p.130), that

firms must utilize EVPs as training programs: plan

activities and recognize employees who have knowledge and

skills in areas of change management and implementation, and

career development: skills developed during employment that


and applied outside the work environment.

Attracting and Retaining Human Capital

Creating a human capital program is one challenge;

attracting human capital is another challenge. Employers are

combating the war on talent by increasing employee retention

and reducing employee turnover. They are also rethinking the

war on talent. According to Somaya and Williamson (2008),

they suggest that a recent survey shows that some companies

lost 30% of it human capital and “that companies might

benefit from developing new strategies that, instead of

focusing on suppressing employee mobility, actively seek to

exploit the potential opportunities it creates.” (p.29).

Moreover, some firms have response strategies to employees

that create turnover. Like playing any sport game,

organizations are using defensive or offensive strategies.

The defensive strategies are programs that offer employees

increase remuneration, benefits, and the latest in

technology, succession plans, and training. The offensives

are programs that attack the employees, such as legal

procedures or non-competing clauses in employment contracts.

Both strategies viewed as ways to combat employee turnover.

However, firms must be proactive and identify key employees.

Firms must work smart at retaining their employees.

Armstrong-Stassen (2006) suggests that employers must


consider strategies that attract and encourage retirees to

return to work. However, most firms are persuading employees

to retire, not to come out of retirement.

Creating a diverse workplace starts with recruiting

potential employees, internally, and externally. Employers

must recruit diverse individuals into its organization. In

today’s knowledge-based business environment Yigitcanlar,

Baum and Horton (2007) explore what it takes to attract and

retain knowledge workers to knowledge city. They identify

what a city or committees must possess in order to attract

and retain such employees. The authors view the growth

theory of the city (economic development) in attracting and

recruiting knowledge-based employees. Using the growth

theory the authors have identified four categories for which

knowledge-based employees seek when considering an employers

offer of employment. First, they want quality of like/place

“that includes such factors as the standard and variety of

amenitys [sic], education and community facilities, climate,

environmental quality, housing affordability, and crime

level and transportation access.” (p. 14). Knowledge-based

employees want, “Urban diversity…ethnicity, gender,

nationality, sexual orientation, is important to knowledge

workers.” (p.14). They also want social equity with respect

to growth theory of the community, economic development that


will reduce gaps in unemployment, and equality deficiencies

thus decreasing crime and increasing need for under educated

skilled workers.

In addition to growth theory to attract and retain

employees Younger, Smallwood, and Ulrich (2007) suggest that

organizations are introducing the “concept of branded talent

developer…in attracting and retaining talented

employees.”(p.21) .They suggests that there are benefits to

developing a branded talent developer in an organization.

The authors view the concept of branded talent developer as

organizations that go above and beyond; those who have a

meticulous process when recruiting potential employees (the

right organizational/cultural fit) thus the success of

retention. They are firms that employ potential employees

that can be immediately productive and whom develop through

career growth therefore, meeting the needs of its workforce

requirements and becoming cost effective.

So, what makes branded talent developers different than

recruiter? They view themselves as, and cry, “Spartacus”

when aligning business strategies with recruiting. They

develop their talent from within its organization, thus

increasing retention and reducing employee turnover. They

know their employees abilities, skills and work knowledge to

benefit their organization. “Branded talent developers


recruit differently than other organizations do. They

recruit for people, not positions.” (Younger, Smallwood and

Ulrich, 2007, p.24). They clearly articulate to employees a

career path and how training and education will help

employees obtain their desired career opportunities within

the organization. They provide career coaching and mentoring

to employees through training, education, and former or

retired employees. However, the challenges to branded talent

developers are not simply obtainable or maintainable. It

takes time for an organization to establish that develops

and sustains talent. As Younger et al. (2007) suggests that

talent development “is earned through ongoing effort and

continuous improvement (Ulrich, et. al., in preparation).

“It depends on a well-executed set of systems, processes,

and people working to accomplish the goal.”(p.26), thus

becoming the employer of choice (EOC).

Becoming known as branded talent developer and an EOC

begins with Younger, Smallwoods and Ulrich, (2007) statement

the organizations must have a system, process and goals;

simply said, organizations that have attraction and

retention strategies. Kontoghiorghes and Frangou (2009)

study concluded that organizations that are viewed as top

performers leverage “all components of the social system if

attraction and retention of talent is a design goal.”(p.35-


36). Organizations management must clearly understand the

intricate social system and not just remuneration

requirements when attracting and retaining employees.

Management must clearly recognize that employees are looking

for organizations that respect individuals’ differences,

recognizes each employee’s contributions to an organizations

shareholder value, and creates a work environment that

heightens the employee’s potential. The authors data

supports the social system theory; “that at the end of the

day how people are treated is at least as important, if not

more so, than compensation.” (p.36), therefore, respect plus

recognition plus truthfulness equals talent retention.

Diverse Workplace

As Pitts (2009) implies that most diversity management

research focus on affirmative action, and equal employment

opportunity. Organizations have focused on the legal outcome

of not having a diverse workforce. Pitts (2009), identifies

that a diverse workforce has broaden its scope to include

“understanding the relationship between employee diversity,

target population diversity, and outcomes for agency

clients.”(p.329). Moreover, Pitts (2009) only examines

diversity management in his study. However, he cites Thomas

(1990) clarification of diversity management, “that managing

for diversity meant managing for all differences, whether


they are based in race, ethnicity, gender, education, or

function.” (p.329). His study does not address the diverse

workplace in the context of a workplace that values respect

and individuals differences, that recognizes each employee’s

contributions to an organizations shareholder value, or a

work environment that heightens the employee’s potential-its

human capital. Additionally, Satcher (2009) addresses the

culture and diversity with respect to research in the

medical discipline and views that a diverse organization

must obtain individuals of diverse background that will ask

the right question for research in the medical field.

Intuitively, it is understandable that a diverse workforce

in medical research or other industry for that matter will

give you the desired result of asking the right questions.

However, an argument views that the medical discipline or

any other industry should not just view diversity as a

workforce issue but as a diverse workplace issue. For

example, organizational change, leadership, vision, values,

respect, trusts, mentoring, career development, and work

life balance are just a few examples.

Human Resource Development Programs

Human resources develop programs that will enhance the

diverse workplace through programs such as training, formal

education, and career path development all in hopes that


employees meet its organizational business goals. To

accomplish business goals organizations have developed teams

that consist of members that share knowledge in order to

reach its organizational goals. The team member must possess

or acquire the right skills and knowledge to complete the

project objectives. As team members, are identified they

must know what the project will do for them, otherwise the

team will not be effective with respect to completing the

project objectives. Some team members want to know how this

will advance their careers and can this project help them

develop professionally and personally. Additionally, team

members want to know if they will be, respected even though

there are differences and recognized as contributors. The

teams must come for different departments, education, and

career levels.

Organizations must recognize the different strengths of

individuals in teams so that they can utilize their skills

and knowledge to obtain organizational goals. Like the

dynamics of teams organizations must also be cognizant of

career dynamics and individual’s career development. Smith

(2005) pointed out; careers develop in an individual’s

professional career at different levels. The author cites

Schein’s (1990) study on career stages that identified ten

stages of career development. Schein’s emphasis’s was on


individual’s career stages mainly on “(4) socialization

training, (5) membership, (6) tenure and (7) mid-career

crisis… real world work experience…, talents, skills,

motives, and values” (p.17) it is with these stages of an

individual’s career and experiences that an individual

develops “a self-concept of who they are and what is

important in their career.”(p.17), and for which Schein’s

refers to as “career anchor” (p.17). Schein (1990) coined

the phrase “career anchors because…participants liked what

they were doing the participants referred to the image of

being pulled into something that favorably tied them down.”

(p.18), thus creating a potential construct of social career

exchange theory, a give and take, a balance between what we

put into developing our career and what we get out of it

even if we are forced to do so as long as it has a favorable

outcome such as job security, new acquired skills and

knowledge or tenure that would perhaps increase loyalty, and

retention.

Human Resource Role

The role of human resources is in a constant state of

change not only its nature, but also the awareness as to the

contributions that HR can make to organizations goals. In

the past HR viewed as only an administrative element of an

organization. Today, the ever echoing statement that


organizations human resources are their greatest asset is

often not qualified by an explanation. Strategic human

resource management attempts to provide quantifiable

evidence to support the contribution of HR practices not

only to employees, but in the concept of completive

advantages and ultimately create shareholder value. It is

with the quantifiable evidence that has pressured HR

managers to provide assurance that HR adds value and

contributes to organizations business goals and objectives.

In addition to an organizations objective goals HR

managers must create an organizational environment and

culture that promotes change, trust and employee

contentment. They must be leaders of empowerment to

encourage employees to grow, obtain personal skills and

knowledge that can benefit the entire organization; they

must be compassionate about the needs of each employee such

as career development, mentoring, and work life balance.

Simply said they must cultivate their human capital.

Career Development

To cultivate human capital, organizations must suggest

change and change starts with redefining corporate strategy

and culture. Olesen, White and Lemmer (2007) highlight a

case study of how Microsoft implemented a cultural change

and in the process developed a new career model. The authors


suggest that firms must focus on motivating employees with

career opportunities that align with business objectives.

“The company turned its focus toward building a broader

range of leadership talent, and implemented a career model

framework that also addressed…culture change needed to

execute the business strategy.”(p.31). Microsoft’s career

model offered employees a clear career path. Olesen et.al

(2007) models focuses on three major components;

1. Career Stage Profiles (CSPs) define career

paths and key stages along a career path,

performance expectations for each stage, and what

it takes to get to the next stage.

2. Competencies define the behaviors that

differentiate outstanding from standard

performance and increase the likelihood of success

in a career path over time.

3. Experiences describe key roles and situations

that enable growth in important competencies and

serve as a tool to guide career planning. (p.33-

34)

If you are fortunate to work at Microsoft then your

career path stages through career development, become

clearly mapped out for you. However, if you are in an

organization that has limited resources and you do not have


career development support than you perhaps should encourage

your management into investing in its human capital.

According to Barnett and Bradley (2007) due to recent

economic conditions some organization are scaling back on

investing in its human capital. “The predominance of

organizations restructuring, de-layering and downsizing has

contributed to a more flexible or “boundaryless” [sic]

career environment with expectations that individuals will

self-manage their careers, rather than rely on

organisational [sic] direction.”(p.618). Regardless of the

reasons organizations must rise to the defense of the

employees career development and provide a strategies career

development plan. By doing so, organizations will reinforce

employee commitment thus increasing the organizations

ability to attract and retain employees.

Mentoring

In addition to formal career path development

organizations can reinforce employee commitment and loyalty

through mentoring programs. As Keller (2008), Erdem and Ozen

Aytemur (2008), Hezlett and Gibson (2007, 2005) and others

suggest that mentoring (either long-term or short-term) is

an important facet to organization socialization and career

development and is defined as “powerful, one-on-one,

hierarchical relationship”(Hezlett and Gibson, 2007, p.386).


Mentoring is viewed as a limited option in an employee’s

career development. In the past mentoring was a supportive

informal (natural occurrence) organizational communication

process that results in powerful career advancement for an

employee; mainly geared toward the male gender. However,

today firms are encouraging females to consider mentoring as

an optional career development strategy.

Today in some organizations mentoring has become a

formal program that is an alternative career choice for

younger employees. Like career anchors mentoring can be view

as a potential construct of social career exchange theory-a

give and take-a balance between what we put into developing

our career and what we get out of it even if we are forced

to do so as long as it has a favorable outcome such as job

security, new acquired skills and knowledge or tenure that

would perhaps increase loyalty, and retention.

According to Keller (2008) “the definition of

mentoring has expanded to include coaching, a concept that

is focused on helping others learn job-related skills for

growth.” (p.77). thus coaching is a skill that mentors use

to reinforce learning and development with their mentees

where as mentoring is the support system for career

development. Therefore, using the coaching concept and

establishing mentoring as a formal process would allow the


mentor and mentee relationship to solidify. On the other

hand, it also gives the mentor and mentee a formal process

to resolve issues.

Whether organizations use informal or formal process

for mentoring companies must recognize that there are

consequences associated with such programs. As Erdem and

Ozen Aytemur (2008), Hezlett and Gibson (2007) point out;

mentoring is about long-term dyadic relationships and as in

any relationship mentoring has the risk factor and elements

of trust. Therefore, if mentoring programs are to become

successful then there must be trust: specifically, mutual

trust. In addition to trust there are other factors linked

to mentoring. Hezlett and Gibson (2007) explore the link

between mentoring and social capital theory. Although other

researchers have touched on the concepts the authors

identified key concepts in addition to trust, such as

favorable outcome, negative experiences, and information

exchange.

Work-life Programs

If career development and mentoring is not enough to

think about, what about work life balance? Today’s workplace

has changed mainly due to economic conditions and global

completion. Initially, most employees in the workforce

worked as a necessity and to survive. Over time, the


workplace, as well as, the makeup of workforce has changed.

Like in the past, employees in the workforce work as a

necessity, however, employees want to be happy and satisfied

and be able to obtain goals personally in addition to

professionally. Some firms are helping their employees in

achieving their goals through work-life benefits.

According to Bardoel, DeCieri, and Myson (2008) Work-

life programs are not new to organizations. In the past

work-life programs; were known as quality of life

initiatives. Today, organizations work-life initiatives were

endorsed to help employers attract new talent and to help

employees be productive. Every employee must be productive

and work eight hours in the day, and then go home to their

second job, their families. They have a plethora of

responsibilities; sporting events to attend to, meals to put

on the table, maintenance of vehicles and homes, and

attending to health issues. Moreover, these responsibilities

are not normally limited to only after work hours; some of

these tasks, done at the work place and during work hours.

To help employees focus on their work some companies have

initiated four day work weeks, flex time or have flexible

arrangements so that employees can tend to their personal

responsibilities. However, not all companies have the luxury

to extend work-life benefits to its employees. Companies


that are labor intensive, administrative or customer service

providers face challenges when offering employees a work-

life benefit.

Measuring Work-life initiatives

As Bardoel, DeCieri and Myson (2008) point out, those

work-life initiatives are not easily obtainable with respect

to financial and non finical terms. They argue that there is

a need to help managers in obtaining measureable evidence in

work-life initiatives. They suggest that firms adopt a

“systematic way of linking outcomes to organizational

objectives” (p. 239), and clear expectations for work-life

initiatives rather than just it being a good thing to do for

your employees. If firms do not establish clear objective

and measurements to its work-life programs then they will

fail. The authors define work-life initiatives “as those

strategies, policies, programs and practices initiated and

maintained in the workplace to address flexibility, quality

of work and life, and family conflict.” (p.240). However,

according to Bretherton (2008), some companies are using

exit interviews to monitor program effectiveness. However,

few of the companies systematically collect and review data

on employee participation in work/life programs and the

impact of these benefits on unscheduled absences and

turnover.


There is evidence that there is a need for work-life

benefits; attracting and retaining employees as well as

helping employees focus on their work tasks. In addition,

there is also evidence that firms must recognize that

employee have additional responsibilities of family and

their needs. Firms must establish clear policies and

procedures and communicate their expectation with respect to

work-life benefits to their employees. Moreover, they must

measure work-life initiatives so that management can see how

these benefits align with the firms over all business

objectives.

Productivity

Over the decades there have been numerous studies on

the impact of human resource management practices on

productivity, turnover, and financial performance. In the

past organizations that focus on such strategies found

themselves as organizations that have high performance work

practices. According to Neal, West, and Patterson (2005)

organizations are boarding their views to high performance

work practices and are including organization climate and

completive strategies (fit, externally and internally) and

their human resource management practices. The authors

suggest that some firm’s current HRM practices with respect

to organizational effectiveness and productivity are better


than others mainly due to human capital fit such as their

recruiting selection process; thus the work place achieves

highly productive and motivated employees. On the other hand

the authors points out that an argument can be made that

organizations human capital theory alone does not make the

firm a high productive and motivated work place but it is

their organizational environment, strategies, and HRM

practices (resource allocation theory of motivation) that

determine productive and motivated employees; “the

effectiveness of HRM practices is contingent on the strategy

that a firms uses to gain competitive advantage in the

market.”(p.493). Moreover, the study identified that HRM

system that invests in human capital result in a higher

productive and motivated workplace that has an engaged

organizational environment thus a diverse workplace and

organization.

Job Satisfaction

People work of many reasons, most employees work out of

necessity, and others work because of the love of it. Thus

the need to understand the complex challenges of job

satisfaction. As organizations global competiveness

increases so has work hours of employees almost to the

extent that employee burn out. Working long hours and

overtime as been linked with decrease job and life


satisfaction. According to Ghazzawi (2008) who cites

Greenberg and Baron, (2008), Wollack et at., (1971) who

gives several definitions of job satisfaction defines job

satisfaction as “an individual’s positive or negative

attitude toward their job”(p.1). Simply said; either an

employee is happy or not happy with their job. But wait a

minute it is not that simple. Not all employees are happy

with their job and conversely not all employees are unhappy

with their job. However, generally most employees are happy

with their job. To further complicate job satisfaction

Ghazzawi (2008) notes additional studies, (Greenberg and

Baron, 2008; Weaver, 1980; Eichar et al.; Melvin, 1979) of

other factors that contributes to job satisfaction or

dissatisfaction such as profession, age, (older verses

younger), work environment, remuneration, benefits and

feeling of accomplishment (the later three being the most

important). However, current overall job satisfaction among

workers in America is only 47% compared to 61%, over a 20

year period. So why are employees unhappy? Perhaps employers

are not providing their employees with work challenges or

meaningful work. That is a lot of unhappy employees and if

there are unhappy employees they will walk and at best just

walk; hopefully not to a competitor or take other employees

with them.


To eliminate unhappy employees Scroggins (2008) suggest

that organization must provide meaningful work to its

employees in order to eliminate turnover. They must engage

their employees by providing the right job for the right

employee. According to Scorggins (2008) who cites (Towers

Perrin 2003) study “employee engagement rests upon a

foundation of meaningful work experiences and that

organizations’ have not been very successful in inspiring

employees and providing them with factors necessary for

meaningful and emotionally rich work experiences.”(p.57).The

author emphasizes meaningful work because Towers Perrin

(2003) study indicates that employees plan on leaving their

current job once the economy improves. The author argues the

human resources management must be proactive in providing

meaningful work (largely due to its influence on perception

and attitudes of work) “by focusing on person-job fit for

both current employees and applicants during the

organization’s staffing activities.”(p.58).To supports

Scorrggins’s (2008) argument of meaningful work and job fit

he cites Shamir (1991) self-concept theory (not a formal

theory). Shamir’s (1991) self-concept implies motivation;

“motivation is a common element that underlies attendance,

tardiness, work effort, and donating personal time to

work...and work motivation resulting from fit are likely to


impact job attitudes as well.” (p.59).Therefore, if

employees have meaningful work and job-fit (career

development plan) they become motivated to come to work

because work is enjoyable. Thus increase retention and

decrease turnover and cost resulting in job satisfaction,

greater productivity and retention of a diverse work place.

Conclusion

In today’s business world, organizations will face

constant changes. The changes that firms face today are due

to economical, legal, cultural, globalization, lifestyles,

demographic, the war on talent, ethical issues, equal

opportunities and equal rights, as well as a shortage of

material resources, environmental issues, and recently the

collapse of the financial system are firms’ major viewpoints

for change.

One of the biggest challenges that firms face when it

becomes a global organization is its workforce (human

resources development) and the changes to it. Moreover,

firms are realizing that their workforce must be flexible

and mobile. In addition, they must recognize the diversity

of their potential employees, customers, and foster an

innovation, equal opportunity, and respectful working

environment. There is evidence that firms, who foster a

diverse work environment through teams, become more


innovated and productive. Therefore, it is imperative that

firms make equality, gender and diversity a part of the

organizations human resources development strategy.

This paper presented evidence that HR managers are not

being proactive in organizations in developing its corporate

human capital, or establishing a diverse workplace rather

than just workforce diversity. There is also evidence

through the development of this paper that there is a

potential construct of social career exchange theory, a give

and take, a balance between what we put into developing our

career and what we get out of it even if we are forced to do

so as long as it has a favorable outcome such as job

security, new acquired skills and knowledge or tenure.


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