Diversity in the Workplace - MBA 423 Human Resource Management

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MBA 423 Human Resources Management (Elective Course)

The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423

Major Research Project (MRP) - 15%
Students will work in their allocated groups for the major research project (MRP) – which are indicated in the Course Outline. Each group will be required to base their project on arelevant and interesting HRM topic or current issue or company in which the group members have an interest.
A 30 minute group presentation (inclusive of answer and question session) will be made during weeks 10 and 11 of the trimester, as per the brief class timetable on page 7. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. A written report (around 20 pages) is required for the MRP - the due date for the report will be agreed to later in class. The class and the facilitator will evaluate each group’s presentation. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the MRP presentations is provided in the blank evaluation form.

Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake

Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397

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  • STUART

    Welcome!
  • We are Group 5

    Our Team tonight is:

    Amrish
    Stuart
    Chaminda
    Freda
  • We’ll quickly run through the Case Study and the important points then address the discussion questions individually
  • A diverse workplace will include people from different ethnicities, races , age groups and sexes who will have dissimilar cultural beliefs and values.
  • Diversity will increase significantly in the future.

    The most successful organisations will recognise the need for immediate proactive action and will be ready and willing to spend resources on managing diversity in the workplace now.
  • legal, political, social, economic, and cultural environments and gain competitive advantage from this understanding

    Successfully managing diversity leads to a more satisfied, more committed, better performing workforce and a high potential for better financial performance for the organisation

    It is without doubt agreed that diversity is a recognised source of creativity, innovation in, and organisation that provides a strong base for competitive advantage
  • More Effective Execution

    Organisations that embrace diversity in their workplace lead and inspire all of their Human Capital to perform at their most efficient level and profitability.

    The organisation’s strategies can then be fully executed; this produces higher profit from increased productivity.
  • Variety Of Viewpoints
    Diverse HC who feel comfortable communicating different points of view provide a much larger pool of experiences and ideas.
    The organisation can use that larger pool to meet ‘big picture’ business strategy needs and the needs of customers more effectively.
    Diversity of perspective is one of the major hallmarks of a strong organisation.
    Curious, respectful dissent and active discussion drives creativity and open minds to new possibilities and ideas.
    Concerned dissent is not chaos – it can rock the boat without sinking the ship. It is important that an organisations public voice be united of course, but the organisations internal dialogue must include a huge variety of ideas and viewpoints.
  • Global Market
    An organisation can provide more and better targeted services to customers in the global marketplace when its Human Capital has a large collection of skills and experiences such as cultural and religious understanding or languages, to draw upon.
  • Communication
    For diversity programs to be successful in the long term and to provide the benefits, then the cultural, perceptual and language barriers need to be overcome as first step.

    Ineffective communication of the organisation’s key objectives will result in confusion, lack of teamwork, and low morale amongst the employees and teams
  • European Union Delegation In Solomon Islands

  • There are always employees and indeed managers who will refuse to change or accept that the cultural and social environment of the workplace is changing.

    All organisations should strive for the “comprehensive and proactive”, and work up from a negative start step by step.

    Many start as the “negative” and this includes a large amount of resistance to the change required.

    The Pacific Island Countries are not different, as developing nations normally start very much on the back foot, and have massive resistance to this. They figure that they have ‘other problems’ to solve before addressing diversity, without realising that diversity can be the solution to many of their perceived problems.
  • Implementation Into Workplace Policies

    Actually getting the concept of diversity into the organisation’s policies can be one of the biggest challenge to all diversity advocates in HRM. After reviewing the results of employee assessments and organisation research data, HRM must slowly build and implement a customised diversity strategy to maximise the effects of diversity in the workplace for the organisation

  • Fnu Values On Diversity:
    “Diversity And Inclusiveness: The University Practices Diversity And Inclusiveness In Its Campus Learning And Living And Fosters A Community And Collegiate Spirit Among Staff And Students.”
    Excerpt From Fnu Annual Report 2012
    FNU Strategic Plan
    To Support The Diversity And Inclusiveness Values Of The University, There Are Strategic Objectives Aligned To This In The Universities Strategic Plan. These Are Further Supported By The Following Policies Of The University:
    Reference: FNU HR Policy
    Resistance To Change
  • Legal Aspects Of Workplace Diversity
  • Part 9 — Equal Employment Opportunities (Eeo)

    The prohibited grounds of discrimination

    75. For the purposes of this Part, the prohibited grounds for discrimination whether direct or indirect are actual or supposed personal characteristics or circumstances, including: ethnic origin, colour, place of origin, gender, sexual orientation, birth, primary language, economic status, age, disability, HIV/AIDS status, social class, marital status (including living in a relationship in the nature of a marriage), employment status, family status, opinion, religion or belief.

    Solomon Islands Legislation
  • Fiji national university EEO policy
    “The ultimate outcome of our policy (EEO) shall be changes in attitudes to an organisational culture which values a diverse workforce. This will include an appreciation and understanding of different blends of values, cultures, ethnicity and genders.”
    (Fiji national university (fnu, 2013)

  • Solomon Islands Legislation

    There are no specific laws in the Solomon Islands on equal opportunity for women and men, on equal pay, or that address sexual discrimination or sexual. (Hedditch & Manuel, 2010)

    Solomon Islands National Policy On Gender Equality And Women’s Development. (Govt of Solomon Islands, 2010)


    Although the Solomon Islands Government states that it is committed to promoting gender equality in its development policy frameworks, the country still performs very poorly on gender equality – ranking only 129 out of 177 countries on the Gender and Development Index (GDI) (Wallace, 2000).
    Solomon Islands women operate their businesses in a male-dominated culture. They have minimal representation in decision making (with no female members of Parliament for example).
  • Gender Distribution In The Public Service, Solomon Islands Government
    Notes:
    Date of Data: 1999 (has not been updated since)
    30% of women form the Public Service, of which 60% of them are in Junior positions.
    Overall women hold only 6% of Senior Public Service positions
    5 women are in Permanent Secretary positions, that is out of 25 positions (20% )
    3 women are in Under Secretary positions, that is out of 20 positions (15%)
    Currently only 1 woman is represented in Parliament , out of 50 seats.
    Solomon Islands National Policy On Gender Equality And Women’s Development. (Govt of Solomon Islands, 2010)
  • Diversity management:
    “A process of management, particularly HRM, underpinned by a set of values which recognise differences between people as strengths for management.”
  • Like mopst implementation plans this should look familiar
  • Initial assessment of diversity in the workplace

    Assessing diversity management:
    supports people in the workplace building a shared future together (for an all inclusive workplace).
    requires a willingness to consider diversity not as an abstract theory or dictated rule, but as a good way of life.
    places HRM policies and practices at the centre of a organisation’s diverse workforce. Diversity management is about developing new and better organisations that value difference.
  • Development of a Plan
  • Implementing the Diversity in the Workplace Plan
    The total personal commitment of all executive and managerial teams in all departments is a complete necessity.
    All managers within the organisation must incorporate diversity policies into every department of the organisation. All attitudes toward diversity will start at the top and filter down through the ranks.
    Management participation and cooperation is required at every stage to create an organisational culture conducive to the success of the organisation’s Diversity in the Workplace Plan.
    Many resources are available to HRM to assist ion implementing diversity in the workplace from consultants, to workbooks, through to simply looking online for solutions to tailor to their needs.
    ILO (International Labour Organization (ILO), 2013) is a good reference source, and has many training programs freely available such as the The Training Package on Work and Family.
  • Lead and track the Change as HRM
    HRM is the lead agency within any organisation to lead the change in Diversity in the Workplace. They have the best opportunities for changing Human Capital to achieve the goals and aims.
    Once established, a diversity plan and program should be tracked and measured, so it is clear where programs are making progress and where they are falling short. Even though financial and headcount resources have been reduced as a result of economic constraints, because Diversity goals are aligned with the overall business goals, Diversity initiatives have a greater impact than before and are seen as a company priority.
  • Advocate Diversity both to Board and to Employees
  • Complete an initial assessment of diversity in the workplace (Appendix 1)
    Develop a Specific Diversity in the Workplace Plan
    Implement the Diversity in the Workplace Plan
    Lead the change as HRM
    Advocate Diversity both to Board and to Employees
  • We are Group 5

    Our Team tonight is:

    Amrish
    Stuart
    Chaminda
    Freda
  • STUART

    Welcome!
  • Diversity in the Workplace - MBA 423 Human Resource Management

    1. 1. Challenges And Solutions In The South Pacific MBA-423 HRM Group 5 November 2013
    2. 2. Amrish Narayan S11005566 Chaminda Wanninayake S11105205 Freda Wickham S11082416 Stuart Gow s11100919
    3. 3. Scope  Diversity in the Workplace  Benefits of Diversity  Challenges in PICs  Management of Diversity  Recommendations  Solutions
    4. 4. What IS it?
    5. 5. Definition Diversity is defined as a difference or unlikeness
    6. 6. Diverse workplace  Includes people with different  Ethnicities  Races  Age groups  Sexes & Gender  Religions  Cultural beliefs  Values
    7. 7. Perceptions “People’s perceptions of themselves and others affect all their interactions” (Stone, 2013)
    8. 8. Diversity will increase soon... Successful organisations = proactive Address Diversity NOW!
    9. 9. Better Suited to Global Diverse Workforces better understand:  Legal  Political  Social  Economic  Cultural environments More importantly: They gain competitive advantage from this understanding!
    10. 10. Can You Risk it? “If you embrace diversity, you risk workplace conflict, but if you avoid diversity, you risk loss of competitiveness”
    11. 11. More Effective Execution  Lead and inspire all Human Capital  Leads to most efficient level and profitability.  Fully execute Organizations Strategy  Produces increased productivity  Leading to higher profit
    12. 12. Variety Of Viewpoints  Larger pool of experiences and ideas  Meet ‘big picture’ business strategy needs  Diversity of perspective  Drives creativity  Opens minds to new possibilities & ideas
    13. 13. Global Market  More & better targeted services  When HC has:  large collection of skills and experiences  cultural and religious understanding  languages
    14. 14. Challenges in the South Pacific
    15. 15. Communication  Critical to cross barriers to gain benefits:  Cultural barriers  Perceptual barriers  Language barriers  Lack of communication:  Confusion  Lack of teamwork  Low morale
    16. 16. Case Study: EU in Solomon Islands Freda Wickham  12 year in EU office  Different languages:  Spanish, Italian, Irish, English, Belgian, French, German, Pidgin  Challenge both spoken and written
    17. 17. Resistance To Change  4 types of Organisation:  Negative  Minimalist  Compliant  Comprehensive & proactive
    18. 18. Implementation Into Workplace Policies  Getting into Policies a challenge  Maximise the effects of diversity in the workplace  After a assessment  After research  MOVE SLOWLY!  Build custom strategy
    19. 19. FNU Values On Diversity “Diversity And Inclusiveness: The University Practices Diversity And Inclusiveness In Its Campus Learning And Living And Fosters A Community And Collegiate Spirit Among Staff And Students.”  Policies:  Equal Employment Policy  Recruitment Policy  Discrimination And Harassment Policy  Workplace Bullying Policy  Drugs, Alcohol And Kava Policy  Whistleblower Protection Policy
    20. 20. Fiji Solomon Islands LEGAL ASPECTS OF WORKPLACE DIVERSITY
    21. 21. Fiji Legislation Employment Relations Promulgation 2007 (ERP)  Part 9 — Equal Employment Opportunities  Move to Good Faith  Employers to remove all instances and mentions  Great opportunity now! “ethnic origin, colour, place of origin, gender, sexual orientation, birth, primary language, economic status, age, disability, HIV/AIDS status, social class, marital status (including living in a relationship in the nature of a marriage), employment status, family status, opinion, religion or belief.”
    22. 22. Fiji National University EEO Policy “The ultimate outcome of our policy (EEO) shall be changes in attitudes to an organisational culture which values a diverse workforce. This will include an appreciation and understanding of different blends of values, cultures, ethnicity and genders.”
    23. 23. Solomon Islands Legislation Currently no laws for EEO  committed to promoting gender equality  Constitution officially guarantees women equal rights  Laws remain...  Still male-dominated culture
    24. 24. Solomon Islands Gender Distribution (PS) 0 2000 4000 6000 8000 10000 12000 Management Technicians Skilled Services Female Male
    25. 25. Diversity management “A process of management, particularly HRM, underpinned by a set of values which recognise differences between people as strengths for management.”
    26. 26. A Plan is Needed…  Training not only answer  Policies not only answer  Specific strategy  Create an : Organisational Culture of Diversity
    27. 27. Managing Diversity Plan
    28. 28. 1. Initial Assessment  supports people  willingness to consider diversity  HRM Policies central Simple employee satisfaction survey •Initial assessment of diversity in the workplace
    29. 29. 2. Development of a Plan  Comprehensive information  Start with survey results  Should be SMART:  Specific  Measurable  Achievable  Realistic  Time limited
    30. 30. 3. Implementing the Plan  Personal commitment of all executive & managerial teams  Incorporate diversity policies into every department  Many resources
    31. 31. 4. HRM Leads & Tracks the Change HRM lead agency Lead the change Once established: tracked measured
    32. 32. 5. Advocate to Board & to Employees  Policy not in isolation  Needs top-level support  Needs Operational Management support  Needs full workforce support
    33. 33. Diversity  Major contributor to Human Capital  Competitive Advantage  Global reach  Innovation & Creativity
    34. 34. Recommendations  Immediately include Diversity  Strategic HRM  Organisations Strategy  Leads to:  better productivity  Achieving organisations strategic goals
    35. 35. Recommendations 5 Steps 1. Initial assessment of diversity in the workplace 2. Develop a Specific Diversity in the Workplace Plan 3. Implement the Plan 4. Lead the change as HRM 5. Advocate Diversity to Board & Employees
    36. 36. References  Course/ Student Study Guide, MBA 423 HRM, Prof. Dr. K C. Patrick Low , (PhD (UniSA) & Chartered Marketer)  Managing Human Resources; 4th edition; Raymond J. Stone (2013); John Wiley & Sons Australia Ltd; Sydney  Fiji National University OHS Policy, 2013  FNU OH&S Modules I and II, LINK  YouTube videos
    37. 37. Amrish Narayan S11005566 Chaminda Wanninayake S11105205 Freda Wickham S11082416 Stuart Gow s11100919
    38. 38. Challenges And Solutions In The South Pacific MBA-423 HRM Group 5 November 2013

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