Theorical basis: Excellence, Critical and Rhetorical theories in Public Relat...Stephen Tindi
Theories are helpful in understanding and explaining the actions of organizations, PR practitioners and publics. The Excellence, Critical and Rhetorical theories provide useful information on meaning-making between organizations and their publics.
“Probe In Multi-Ethnic Disputes About HR Practices In HRM”iosrjce
“Ethnic diversity adds richness to a society” *Gary Locke*
The real organization of human resource management is organizational culture and its reformation and
management. Ethos is closely related to organizational strategy, structure and intention. It influences staff's
notice of job selection, evaluation training, and reward and so on. In addition to the normal pressures of manmanagement,
managers are now required to deal with challenges, friction and misunderstandings emanating
from cross ethnic differences. Effective management in the modern environment necessitates cross ethnic
competency in order to get the best out of a multiethnic team. With the growing significance of developing
economies in the global business environment, Human Resource Management is facing increased difficulty in
managing cross-border ethnic relationships. This paper of mine analyze the HR must be knowledgeable about
multiethnic factors on both the domestic and global fronts in Human Resource Management As Dr Zareen
Karani Araoz, President and founder of “Managing Across cultures, Karani Lam & Associates, says in
global conference , "For an employee who repeatedly takes a conference call from US at 3 a.m. regularly is a
major problem area, but he finds it difficult to articulate this to his client or his counterpart in the US, due to
fear. In an institutionalized environment, it is easy to learn to be frank, where saying “NO” is often appreciated
rather than saying “YES” and failing to deliver on the promise
Theorical basis: Excellence, Critical and Rhetorical theories in Public Relat...Stephen Tindi
Theories are helpful in understanding and explaining the actions of organizations, PR practitioners and publics. The Excellence, Critical and Rhetorical theories provide useful information on meaning-making between organizations and their publics.
“Probe In Multi-Ethnic Disputes About HR Practices In HRM”iosrjce
“Ethnic diversity adds richness to a society” *Gary Locke*
The real organization of human resource management is organizational culture and its reformation and
management. Ethos is closely related to organizational strategy, structure and intention. It influences staff's
notice of job selection, evaluation training, and reward and so on. In addition to the normal pressures of manmanagement,
managers are now required to deal with challenges, friction and misunderstandings emanating
from cross ethnic differences. Effective management in the modern environment necessitates cross ethnic
competency in order to get the best out of a multiethnic team. With the growing significance of developing
economies in the global business environment, Human Resource Management is facing increased difficulty in
managing cross-border ethnic relationships. This paper of mine analyze the HR must be knowledgeable about
multiethnic factors on both the domestic and global fronts in Human Resource Management As Dr Zareen
Karani Araoz, President and founder of “Managing Across cultures, Karani Lam & Associates, says in
global conference , "For an employee who repeatedly takes a conference call from US at 3 a.m. regularly is a
major problem area, but he finds it difficult to articulate this to his client or his counterpart in the US, due to
fear. In an institutionalized environment, it is easy to learn to be frank, where saying “NO” is often appreciated
rather than saying “YES” and failing to deliver on the promise
Improving Interpersonal Relationship in Workplacesiosrjce
Positive interpersonal relationship at work foster a variety of beneficial outcomes for individual and
organization hence, this paper on improving interpersonal relationship in workplace. This study is aimed at
examining the need for interpersonal relationship in workplace. Three (3) research questions were raised and
answered. Theoretical works were reviewed. The findings from the review were; (1) that employee’s
demographics and work environment can in a way affect interpersonal relationship in workplace if not properly
managed. (2) That positive interpersonal relationship in workplace should be rooted in dispositional
differences. (3) That the level of compatibility, communication and interaction settings between workers goes a
long way in either improving or hindering interpersonal relationship in workplace. Based on the findings, the
following recommendations were made; (1) Management interventions may be instrumental in promoting
friendships at work, by initiating social activities both inside and outside of the workplace. (2) Individuals need
to get along well with their fellow workers for a positive ambience in workplaces and also for healthy
interpersonal relationship.
Communicating for Engagement, presented at Bledcom 2012Kevin Ruck
Research into internal communication - are practitioners able to do the type of communication that leads to employee engagement? Full report is on the PR Academy website
There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
Handout: To Be a Reflective Evaluation PractitionerTiffany Smith
A handout from the AEA 2015 multipaper presentation "To Be a Reflective Evaluation Practitioner: Framing Reflection as a Self-Oriented and Collaborative Practice".
Employee voice: An antecedent to organisational engagement?Kevin Ruck
Some findings from Dr Kevin Ruck's PhD thesis related to the association between employee voice and organisational engagement, presented at Bledcom 2016 by Kevin and his PhD supervisor Dr Mary Welch.
Los tejidos son grupos de células de una misma clase o tipo, que se agrupan para cumplir una tarea o tareas específicas. Todo tejido es un nivel de organización del cuerpo superior al de las células, pero inferior al de los órganos. Esencialmente, los órganos se componen de tejidos.
Improving Interpersonal Relationship in Workplacesiosrjce
Positive interpersonal relationship at work foster a variety of beneficial outcomes for individual and
organization hence, this paper on improving interpersonal relationship in workplace. This study is aimed at
examining the need for interpersonal relationship in workplace. Three (3) research questions were raised and
answered. Theoretical works were reviewed. The findings from the review were; (1) that employee’s
demographics and work environment can in a way affect interpersonal relationship in workplace if not properly
managed. (2) That positive interpersonal relationship in workplace should be rooted in dispositional
differences. (3) That the level of compatibility, communication and interaction settings between workers goes a
long way in either improving or hindering interpersonal relationship in workplace. Based on the findings, the
following recommendations were made; (1) Management interventions may be instrumental in promoting
friendships at work, by initiating social activities both inside and outside of the workplace. (2) Individuals need
to get along well with their fellow workers for a positive ambience in workplaces and also for healthy
interpersonal relationship.
Communicating for Engagement, presented at Bledcom 2012Kevin Ruck
Research into internal communication - are practitioners able to do the type of communication that leads to employee engagement? Full report is on the PR Academy website
There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
Handout: To Be a Reflective Evaluation PractitionerTiffany Smith
A handout from the AEA 2015 multipaper presentation "To Be a Reflective Evaluation Practitioner: Framing Reflection as a Self-Oriented and Collaborative Practice".
Employee voice: An antecedent to organisational engagement?Kevin Ruck
Some findings from Dr Kevin Ruck's PhD thesis related to the association between employee voice and organisational engagement, presented at Bledcom 2016 by Kevin and his PhD supervisor Dr Mary Welch.
Los tejidos son grupos de células de una misma clase o tipo, que se agrupan para cumplir una tarea o tareas específicas. Todo tejido es un nivel de organización del cuerpo superior al de las células, pero inferior al de los órganos. Esencialmente, los órganos se componen de tejidos.
GenderDiversity and Inclusion Efforts ThatReally WoMatthewTennant613
/
Gender
Diversity and Inclusion Efforts That
Really Work
by David Pedulla
May 12, 2020
Summary.
Rusty Hill/Getty Images
A Stanford and Harvard professor convened a symposium on what’s
actually working to improve diversity and inclusion in organizational life. In this
article, David Pedulla summarizes the main findings. First, organizations should set
goals, collect data, and hold people accountable for improving diversity within the
organization. Second, organizations should abandon traditional discrimination and
harassment reporting systems — these often lead to retaliation. Employee
Assistance Plans (EAPs), ombuds offices, and transformative dispute resolution
https://hbr.org/topic/gender
https://hbr.org/search?term=david%20pedulla
/
systems can play a critical role in not only reducing retaliation but also provide fuel
for organizational change. Third, organizations should check to ensure that
technologies used to assist in hiring and promotion aren’t inherently biased.
Fourth, companies must avoid tokenism. Finally, organizations should get
managers and other leaders involved in diversity programs from the start. This will
increase buy-in and lead to smooth implementation.
In the wake of major social and political changes over the past
decades, leading companies are taking steps to increase diversity,
equity, and inclusion. Yet progress in most sectors remains tepid.
Programs designed to increase diversity and inclusion in the
workplace often fail. So that leads to a natural question: What’s
actually working?
Focusing on solutions to the diversity challenge — rather than on the
failures — was top of mind when Devah Pager and I designed a
convening in 2018. We brought together leading experts on bias,
technology, discrimination, and organizational design, and – rather
than documenting the problems that abound – we asked everyone to
focus on answering one simple question: What works? (Pager, who
was the Peter and Isabel Malkin professor of public policy and
professor of sociology at Harvard University, passed away in 2018.
The ongoing aspects of our project, I hope, are a testament to her
pathbreaking work on racial discrimination and social inequality.)
It was challenging to keep our emphasis on solutions. As became
clear, there is no silver bullet. No single solution. Yet, in pushing
ourselves to think outside the box and draw on the best empirical
evidence that exists, the convening participants identified promising
areas where investment, focus, and experimentation have the ability
to serve as remarkable engines of change
We dove into these promising areas and produced a report, titled
“What Works? Evidence-Based Ideas to Increase Diversity, Equity,
and Inclusion in the Workplace.” Here, I highlight five key insights
close
https://www.mckinsey.com/featured-insights/gender-equality/women-in-the-workplace-2019
https://hbr.org/2016/07/why-diversity-programs-fail
https://www.umass.edu/emp ...
Have You Heard About "Win Win Selection" !Nicole Payne
The importance of viewing the selection and interviewing process as a basic precursor to establishing trust and positive identification with a company's objectives. Using the LIFO Method, it illustrates how shared information between a candidate and company can provide a good first step towards building a mutually rewarding relationship for future OD efforts. Contact us for more info!
This presentation is authored by Jack Abebe and Annaline Jepkiyeny. It discusses how learning organizations pick on change management as a strategic direction.
Running Head Apple Organization 3Apple organizationSt.docxSUBHI7
Running Head: Apple Organization
3
Apple organization
Student Name
Institutional Affiliation
Apple Organization
Apple delivers the best user experience evident in their products, but still, there are still crucial areas within the facets of the organization that needs improvement and design. Despite leading concerning innovation all over the world, Apple is in dire need of strong marketing vision to spearhead the company forward regarding development. It is important to acknowledge the fact that Apple has outstanding pricing strategies with commitments to designing each foundation of its hardware to produce compelling customer electronic experience.
Primarily one of the areas that need improvement in Apple is pricing. Despite the fact that Apple offers the best user experience in their products it is also however crucial to acknowledge the fact that their products are getting increasing exorbitant in developing economies. By all accounts, it is not possible for everyone to afford their products, therefore, cutting down the prices a little bit would contribute profoundly in leveraging the companies’ profits regarding distribution and sales.
Consequently, entering other markets is a big challenge for Apple. Innovations dealing with wireless headphones and Apple TV, for instance, has become a thing of the past since Apple is limited and reluctant in exploring other market basements. It is crucial to note that with the expertise and experience they have in their industry it appeals to logic if they persist in limiting themselves to specific products.
Besides distribution of cash, the international warranty also needs a lot of improvement and design. Currently, a different warranty is limited to specific areas for instance instead of services for assurance are offered in particular countries. Finally, Apple organization has not pushed the agenda of acquisition front until the now specific specification is vital in ensuring the improvement of the company.
Reference
Kaplan, R. S., & Norton, D. P. (1995). Putting the balanced scorecard to work. Performance measurement, management, and appraisal sourcebook, 66, 17511.
Running Head: Conflict Resolution in HR 1
Conflict Resolution in Human Resource Management
By (Writer’s Name)
Course
Professor
Name of the Institute
October 21, 2017
Part A
Briefly, describe the elements of Group Dynamics and give at least 2 examples of conflict resolution within an HR context.
Group Dynamics
Grouping of more than two person having mutual goals, values and are independent relationship refers as a group. There are different types of groups depending on their work, nature, and goals. In this question, we deal with the business group in human resource management. It is important to see that acceptance, leadership, purpose, and communication is four aspects which form a group. A common observation is that in routine, we see two or more then persons collaborate and communicate with each other f ...
Learning organization and change management power pointJack Onyisi Abebe
This presentation discusses how learning organizations link to change management with projected barriers, critical factors for organizational learning, change management and the theories of organizational learning.
Peer response The purpose of dissemination strategies are to.docxLacieKlineeb
Peer response
The purpose of dissemination strategies are to spread knowledge of evidence-based interventions so that it can become more widespread in practice. To me, the most favorable dissemination strategy that I would choose to use is social media. I am 27 years old and was born in an era of seeing how influential social media can be. On average, 4.48 billion people are on social media and check it regularly (Undiscovered Maine, n.d., para. 8). I have seen firsthand how when a friend or someone I know starts doing a new trend their response is typically that they saw it on Instagram, TikTok, etc. We could use social media and its impact for good by spreading evidence-based practice findings in healthcare to a large audience of variety.
The second dissemination strategy that I would be inclined to use is press releases. Press releases are a great way to communicated evidence-based findings to a large group of people. Additionally, having a press release on topics enhances reliability to most viewers if you are on a trusted and professional news outlet. Going along with a benefit of social media, in today’s climate, impactful press release videos will generally now find themselves viral on social media, so even people who do not watch the news will eventually view the press conference.
Dissemination Strategies I Would Be Least Inclined to Use
The dissemination strategy that I would be the least inclined to use is e-mail. While e-mails are a quick way to get information across, they do not have as big as an impact as many other strategies do. Most of the time, people generally just scroll through e-mails and delete things that do not require immediate action because their inboxes are probably filled with things that do. Additionally, it is incredibly difficult to convey emotion over e-mail, so some information and passion behind the message being conveyed are susceptible to being lost in translation. Lastly, e-mail is not as accessible to a larger group of people because only people who receive the e-mail would be able to see the information provided.
Another dissemination strategy that I would not be inclined to use is the use of poster presentations. While poster presentations may provide a bit of hard work and personalization, they are not as effective as other strategies. Poster presentations may come across as informal and may not convey the urgency of the message being conveyed. Additionally, the poster will just stay a poster that will probably stay in one area or may even be thrown away. In this day and age, if you want a large people to view something, it will need to be digital so that it stays in a place forever and is able to be spread to other people and saved to their personal devices for reference and storage.
Barriers and
Solution
s to Desired Dissemination Strategies
One of the biggest risks to using social media to communicate evidence-based findings is that there is a lack of privacy. A.
1. Running head: AN INTERDISCIPLINARY APPROACH TO INCREASING DIVERSITY 1
An Interdisciplinary Approach to Increasing Workforce Diversity
Utilizing Approaches from Human Resources Development and Public Relations
Kali A. Morrison
Texas Tech University
2. AN INTERDISCIPLINARY APPROACH TO INCREASING DIVERSITY 2
Abstract
This paper takes an interdisciplinary approach to how organizations can increase their workforce
diversity. By looking at the contributions that the fields of Human Resources Development and
Public Relations have made in relation to diversity it is possible to gain greater insight into this
complex problem. Once insight is gained common ground is then developed. This allows for the
insights to be integrated resulting in an increase in understanding of diversity and how it relates
to an organization’s workforce. An interdisciplinary approach was utilized because to date one
discipline has not adequately addressed the problem of increasing workforce diversity.
Keywords: diversity, workforce, human resources, public relations
3. AN INTERDISCIPLINARY APPROACH TO INCREASING DIVERSITY 3
An Interdisciplinary Approach to Increasing Workforce Diversity
Utilizing Approaches from Human Resources Development and Public Relations
Introduction
In today’s increasingly global economy all organizations, public; private; for-profit; and
not-for-profit, can benefit from having a diverse workforce. Having a diverse workforce allows
for organizations to better serve their stakeholders, can increase profits, and can help keep
groupthink from occurring. Increasing diversity has been looked at from many different
disciplines. I will focus on the disciplines of Human Resource Development and Public
Relations. These disciplines are two that have independently looked at how diversity can benefit
an organization and have valuable insight to offer. One of the major functions of Human
Resource practitioners is talent procurement. Public Relations focuses on the conversation
between and organization and its stakeholders. For these reasons I think that both disciplines will
provide information and insight into how organizations can better recruit under represented
demographic groups to increase organizational diversity.
The Interdisciplinary Approach
Step 1 Define the Problem and Step 2 Justify an Interdisciplinary Approach
Increasing the demographic makeup of a workforce can bring about many benefits to an
organization. However, even though these benefits are known, many organizations still struggle
with the recruitment that would lead to a diverse workforce. In looking at this problem, it is clear
that previous attempts to assist organizations in relation to increasing diversity have not been
adequate. This is because those previous attempts have only been focused on by a single
discipline that can only develop one part of the answer. By looking for insight from both Human
Resources Development and Public Relations it will be possible to integrate effective recruitment
4. AN INTERDISCIPLINARY APPROACH TO INCREASING DIVERSITY 4
practices, an approach that Human Resources focuses on, with the focus of best communication
practices to stakeholders, a focus of Public Relations, and create new insight that offers better
insights into the difficulties of diversification.
Step 3 Identify Relevant Disciplines
Many different disciplines approach diversity and its various impacts. I chose to focus my
research on the insights from Human Resources Development and Public Relations. I selected
these two fields because I think that they have the most relevant research and insights to offer on
diversity as it relates to organizational recruitment.
One of the main functions of a Human Resources department is talent procurement. The
HR Manager might not have final say over who is hired, but they are tasked with recruitment. To
be able to see the benefit of a diverse workforce is one thing, but the actual intentional
recruitment from underrepresented demographic groups is quite another. Traditional practices
tend to lead to traditional candidates. This is where the discipline can use the insight from other
areas.
Public Relations is not a discipline that is traditionally seen as having a role in the
recruitment of candidates. The field is dedicated to creating a dialog between an organization and
its stakeholders. Because Public Relations has already found the best way to communicate to
target stakeholders it makes sense to expand that already happening conversation to include
employment opportunities.
Step 4 Conduct a Literature Search
A review of the literature available shows that there is a lot of information available from
both the Human Resources Development perspective and the Public Relations perspective. Both
5. AN INTERDISCIPLINARY APPROACH TO INCREASING DIVERSITY 5
disciplines have valuable insights to offer and at times, while they are addressing their specific
discipline, those insights can easily be applied to the other one.
The literature review showed that while each discipline has valuable insight there is not a
common vocabulary that is used between the disciplines of Human Resources Development and
Public Relations. Also, as to be expected the different insights were only applied to the specific
field that they came from.
Step 5 DevelopAdequacy in each Relevant Discipline
The role of human resources has a long history, but Human Resources Development as a
field is still a fairly young discipline. Methods and theories in in Human Resources Development
are still just coming into their own. Because of its early stage of development, there are not many
stated theories. Research is currently being devoted to creating possible theories.
One approach that I have found is a multilevel approach. This approach is concerned with
how “policies and practices influence individual-level outcomes such as attitudes and behaviors,
and these in turn affect firm-level performance outcomes” (Renkema). It seems that this
approach is more for examining performance of employees of an organization not their
recruitment. I do think that with more research this approach could lend valuable information on
effective recruitment, but that is beyond the scope of this paper. As the field develops and grows
theories will emerge and will assist this discipline in further research on the topic of increased
recruitment of underrepresented demographic groups. Both quantitative and qualitative data
collection practices are used. The practice used seems to be more a preference of the researcher
and the problem being addressed.
For many Public Relations is a different name to call Marketing. It is a separate and
distinct field. Marketing is focused with one-way communication. Public Relations focuses on
6. AN INTERDISCIPLINARY APPROACH TO INCREASING DIVERSITY 6
having an ongoing conversation with stakeholders and each message is carefully created to apply
specifically to a targeted stakeholder.
Public Relations research can take many forms. It collects data through various ways
including qualitative, correlational, exploratory and qualitative analysis. The method used is
determined by the researcher and they select the method based on if it will yield quality results
that can be used.
There are a few theories that Public Relations uses. They include stigma theory and social
cognitive theory. Public Relations borrows theories, such as these, and applies them to the field
and research being done.
Step 6 Analyze the Problem and Evaluate each Insight into it
Public Relations as a discipline has a lot of insight to offer on the recruitment of
underrepresented groups. It is concerned with how organizations communicate or have an
ongoing conversation with relevant stakeholders. Louis Capozzi in his article acknowledged a
lack of diversity in PR practitioners and just like for any other organization it can be problematic
(2014). Without having a diverse group of practitioners, the field is not a representation of the
general public or the clients that they represent. Capozzi, gave reasons for why the field is not as
diverse as other similar fields and offered suggestions for how the field can increase its diversity
(2014). For an organization to be able to recruit diverse talent it must be able to effectively
communicate with a targeted demographic group. By understanding what constitutes effective
communication and tailoring messages to reach targeted demographic groups organizations are
better able to recruit with creating diversity as a goal.
Vickie Edmonson, Gouri Gupte, Rexford Draman, and Nathan Oliver focus on how the
language an organization uses can negatively impact its employees, specifically minority
7. AN INTERDISCIPLINARY APPROACH TO INCREASING DIVERSITY 7
employees. Often the communication is not meant to be inflammatory, in fact the words used
were meant to be encouraging or supportive, but those receiving the message see it as
inflammatory (Edmonson, et al., 2009). There is external and internal communication. The
external communication an organization uses in relation to diversity usually includes statements
about its commitment and values (Edmonson, et al., 2009). Effective communication can break
down barriers both internally and externally. It is important for an organization to be able to
effectively communicate to its stakeholders and that those stakeholders receive the intended
message. The article explains why word choice matters and why the word minority should be
avoided. The final conclusion that the authors came up with was that the companies that they
used in their sample were committed to a diverse workforce, but when communicating with
stakeholders the word “minority” should be avoided and replaced with a more specific term that
that identifies the demographic group being referenced (Edmonson, et al., 2009).
Human Resources Development also has a lot of insight to offer on the recruitment of
underrepresented demographic groups. Because one of its main functions is talent procurement
there is not a lack in research that can be referenced. Much of the research on diversity falls short
on how to actively recruit from underrepresented demographic groups. Instead it is focused on
how to avoid potential legal issues in relation to diversity. In the same vein, research on
recruitment fails to adequately address specifically the hiring of underrepresented demographic
groups.
There are some quality sources, but without a solid body of work that combines these two
focuses the discipline has left a void in the research. Dr. Madera, in his article published in
Cornell Hospitality Quarterly explains what a good diversity management strategy includes and
how it is beneficial to an organization; he also reviews common diversity management programs
8. AN INTERDISCIPLINARY APPROACH TO INCREASING DIVERSITY 8
and their benefit, specifically the recruitment of minorities (2013). But even he recognizes the
lack of research available.
Step 7 and Step 8 Identify Conflicts and Create Common Ground
There are not many conflicts between Human Resources Development and Public
Relations in their approach to the recruitment of underrepresented demographic groups. The
main conflict stems from vocabulary. Human Resources looks at, “minorities.” This approach is
limited because according to Human Resources women are a minority. However, in a group of
50 women and 10 men, they are clearly not a minority. Public Relations looks at the ongoing
conversation between an organization and its stakeholders. For Public Relations they would see
the minority in the above mentioned group to be men.
Another source of conflict is how the two disciplines approach the problem question of
how to recruit more underrepresented demographic groups. Human Resources tends to take the
approach that in job postings they advertise that they subscribe to the Equal Employment
Opportunity Commission (EEOC). For many organizations this is as far as their targeted
recruitment of minorities (as the Human Resources field refers to them) goes. For the discipline
of Public Relations, they are concerned with the overall message a company sends – do they
actively seek to do business with underrepresented demographic groups, how the workforce is
divided among different demographic groups, what benefits are offered that are appealing to
different demographic groups.
To overcome the conflicts between these two fields, I think the first step is to redefine
minority. For an organization that is predominately women, if they want to diversify, hiring more
women will not meet this goal. But according to Human Resource, they are targeting a minority.
9. AN INTERDISCIPLINARY APPROACH TO INCREASING DIVERSITY 9
By shifting the focus from the standard definition of minority to who qualifies as a minority in
specific organization, hiring managers can target their recruitment to increase diversity.
Public Relations can also benefit from this shift in definition because as they seek to
communicate the benefits of an organization they can more accurately tailor their message to a
specific demographic. If a company wants to increase their appeal to men, for example, an
approach targeted at “minorities” might miss this demographic because men are not generally
considered to be a “minority.”
To create common ground between the approaches of these two fields take each
discipline needs to borrow from the other. Human Resources needs to do more than advertise
“EEOC” on job announcements and Public Relations needs to do more than talk about how an
organization is “minority” friendly. Human Resources can borrow from Public Relations by
examining how the field targets a demographic and use similar methods for announcing
positions. By using the Public Relations approach of target communication organizations are
able to specifically select the demographic they wish to hire by announcing positions in ways
that the target demographic is open to receiving. Public Relations can borrow from Human
Resources by acknowledging that while any demographic can in certain contexts be considered a
“minority” there are certain demographics of people that overall are underrepresented in
particular fields.
Step 9 and Step 10 Integrate Insights and Produce Interdisciplinary Understanding
The insights from Human Resources Development and Public Relations are not very
different; they run parallel to each other. By taking the research that both fields have done and
combining it together a bigger picture emerges of how both groups have actively contributed to
recruitment of underrepresented demographic groups. Human Resources Development has
10. AN INTERDISCIPLINARY APPROACH TO INCREASING DIVERSITY
10
shown methods that are effective for recruitment. Public Relations has shown methods for
effective communication.
By altering the terminology used both disciplines are better able to communicate their
needs to each other. Human Resources Development can borrow the effective targeted
communication methods that Public Relations has developed, and Public Relations can
communicate to desired demographic groups the availability of positions in an organization.
Conclusions and Future Study
While researching the problem of how organizations can increase the recruitment of
underrepresented demographic groups one of the key challenges to overcome is the terminology
used – the definition of these words – can greatly affect the understanding of this problem. By
creating a common vocabulary that Human Resource Managers and Public Relations
Practitioners can use, the message to these demographic groups that is organized by the Public
Relations practitioner and what the HR managers are looking to accomplish can be realized.
Both groups are committed to the mission of the organization. Getting them on the same page so
that they understand that they are working towards the same goal can greatly benefit an
organization.
To address this problem, better communication between these two separate departments
is critical. By having key players on board, those creating the message and those doing the
recruitment, an organization’s goal to increase its diversity can be met. By having a team
approach to recruitment that includes all those who have a stake in hiring decisions can result in
concerns being addressed while presenting a unified front.
Further research is needed to better address how organizations can better recruit from a
diverse candidate pool. I looked at how two fields approach their stakeholders. There are many
11. AN INTERDISCIPLINARY APPROACH TO INCREASING DIVERSITY
11
different parts of an organization involved in increasing diversity. By taking a critical look at
how these different departments work and what they can contribute, the body of knowledge will
be increased. By increasing the knowledge available it will then be easier for it to be applied in a
practical manner.
12. AN INTERDISCIPLINARY APPROACH TO INCREASING DIVERSITY
12
References
Capozzi, L. (2014). Building a diverse workforce. Public Relations Tactics. Retrieved from:
http://www.prsa.org/intelligence/tactics/articles/view/10518/1089/building_a_diverse_wo
rkforce#.V5mKoTWE42w
Edmondson, V. C., Gupte, G, Draman, R.H., & Oliver, N. (2009). Focusing on communication
strategy to enhance diversity climates. Journal of Communication Management, 13(1), 6-
22. Retrieved from: http://dx.doi.org/10.1108/13632540910931364
Kulik, C., Roberson, L., & Perry, E. (2007). The Multiple-Category Problem: Category
Activation and Inhibition in the Hiring Process. The Academy of Management Review,
32(2), 529-548. Retrieved from http://www.jstor.org/stable/20159314
Madera, J. M. (2013). Best practices in diversity management in customer service organizations
an investigation of top companies cited by Diversity Inc. Cornell Hospitality Quarterly,
54(2), 124-135.
Renkema, M., Meijerink, J. G., & Bondarouk, T. V. (2015). Multilevel theory building in HRM
research: Critical reflection and guidelines.
Repko, A. F. (2012). Interdisciplinary research: Process and theory (2nd ed.). Los Angeles:
SAGE.
Torraco, R. J. (2004), Challenges and choices for theoretical research in human resource
development. Human Resource Development Quarterly, 15(2). 171–188.