2diversity Wheelshaimika Joneswaldorf Universitycrj 6200dr Jacqueline ✓ Solved

2 Diversity Wheel Shaimika Jones Waldorf University CRJ 6200 Dr. Jacqueline Gilliard May 4, 2001 Diversity wheel ORGANIZATIONAL SECONDARY CORE Job function seniority Socioeconomic status Employee skills Union affiliation Personal interest Employment status Organizational culture Ethnicity Life experiences age Individual personality Gender Self-Identification Diversity among employees is a crucial factor that needs to be addressed for the organization to achieve its set objectives. Within the organization, diversity can be grouped into internal diversity, secondary diversity, and organizational diversity. Internal diversity is the specific differences between employees working for the organization, and the organization has no control over them (Hunt, Prince, Dixon-Fyle, & Yee, 2018).

The only way the organization's management can survive with such diversity is by adapting to the best way to accommodate them. They include the employees' personality, where different employees have a different attitude that needs to be considered and advocated within the organization. It is hard to change the employees' perspective, but they can be managed in a way that helps the organization achieve its primary objective. Other core diversities that exist include gender, where employees of different gender have different needs within the organization and need to be managed differently to get the best out of them. When employees of varying gender are treated the same, some will be underutilized because they have different capabilities and beliefs that need to be considered.

Employee skills are another difference within the organizations because each employee has additional qualifications in terms of skills. There is a need for the organization to assign duties and responsibilities based on the available skills and experience of the employees. Ethnicity and age are other factor differences that exist within the organization and need to be addressed. Employees from the different ethnic group have different cultural beliefs which need to be considered and accommodated within the organization. Age also matters because people of different age have different needs and ideologies that they believe in. therefore, for the management to get the best out of the employees, it is essential to consider ethnic groups that are present within the organization and support their culture based on ethnicity and age without discrimination.

Secondary characteristics describe the behaviors associated with employees working within the organization, but they were not born with them. They were just acquired through interaction with the external working environment. Examples of external factors (secondary factors) include social, economic class. Within the organization, there are people with different economic levels, and they have different living standards, which need to be considered at the workplace to create harmony within the organization. Employees' interest needs to be considered at this stage because the efforts employees will put in depending on their claim of achieving the desired goals.

Therefore, apart from focusing on the organization's objectives, the management needs to consider the employees' interests so that they are motivated to work hard. Life experience is another differentiating factor that describes the diversity of the employees. It depends on the experience of work and interaction the employees have, and it is the primary determinant of the employees' productivity. Organizational diversity is functional diversity that explains the nature of the workplace, where employees are assigned duties and responsibilities. An example is employment status, which describes the nature of employment available within the organization where the company can employ either based on a contract or a permanent or casual basis (Kundu & Mor.

2017). Union affiliation is another organizational diversity where there are organizations that allows their employees to join union affiliation as a way of championing their rights. At the same time, other organizations do not support union affiliation. Job function is another diversity within the organization because it explains how each employee should be assigned responsibilities and duties based on their specialization, which is the best way of accepting the diversity among them. References Kundu, S.

C., & Mor, A. (2017). Workforce diversity and organizational performance: a study of IT industry in India. Employee Relations. Hunt, V., Prince, S., Dixon-Fyle, S., & Yee, L. (2018). Delivering through diversity. McKinsey & Company, 231.

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Understanding Diversity Wheels in Organizations

Introduction

Diversity in the workplace is crucial for organizations seeking to thrive in today’s competitive environment. The concept of the "Diversity Wheel" offers a comprehensive framework to categorize the various dimensions of diversity that exist within an organization. According to Jones (2021), understanding these diversity elements enables organizations to tailor their policies, practices, and culture to foster inclusivity and leverage the unique contributions of all employees.
The diversity wheel typically consists of multiple layers that distinguish between core dimensions of diversity (which individuals are born into) and secondary dimensions (which are acquired through life experiences). This paper will explore Shaimika Jones's perspective on the diversity wheel, discussing internal and secondary diversity, as well as organizational diversity while emphasizing their implications for workforce management.

Internal Diversity

Internal diversity refers to the aspects of diversity that employees are born into and cannot change, often including characteristics such as ethnicity, age, gender, sexual orientation, and physical abilities (Hunt et al., 2018). These core dimensions create the essential essence of individuals, influencing their perspectives, interactions, and work-related behaviors.

Age and Gender

Age diversity can significantly impact workplace dynamics. Different generations bring unique values, work ethics, and technological proficiency (Stone, 2020). For instance, younger employees may gravitate toward collaborative technologies, while older generations might favor traditional communication. As Jones points out, understanding these preferences allows management to utilize employees more effectively based on their needs.
Gender diversity is another critical factor. As Kundu and Mor (2017) note, men and women may have different experiences and expectations in the workplace. Organizations must develop gender-sensitive policies to ensure equitable treatment, such as flexible work arrangements for parents or supportive mentorship programs. Gender diversity also fosters innovation by bringing varied viewpoints to the same problem-solving contexts (Catalyst, 2020).

Ethnicity and Life Experiences

Ethnic diversity enriches an organization by contributing a plethora of cultural perspectives and experiences. Each ethnic group possesses distinct values and customs, which can enhance creativity and problem-solving when managed appropriately (Hunt et al., 2018). For instance, an organization with a diverse workforce can better serve a global market by understanding local customs and consumer behavior.
Life experiences also shape how individuals interpret their workplace environment. Employees may bring different viewpoints shaped by their socioeconomic backgrounds, which can influence their job satisfaction, productivity, and engagement levels. When organizations actively consider these factors, they can create an inclusive environment that promotes diversity and enhances teamwork (Stone, 2020).

Secondary Diversity

Unlike internal diversity, secondary diversity encompasses characteristics that individuals acquire through experience and socialization. According to Collins (2019), these factors include education, economic class, and personal interests, which can significantly influence an employee's workplace interactions.

Socioeconomic Status and Personal Interests

Socioeconomic status can dictate the resources that employees have access to, consequently affecting their performance and motivation. Employees from lower socioeconomic backgrounds may carry additional stressors, inhibiting their ability to perform at their best (Collins, 2019). Organizations need to provide support through employee assistance programs and mentorship to accommodate these individuals adequately.
Personal interests can also contribute to diversity. For example, employees who are passionate about social justice or environmental issues may seek to align their work with these values, resulting in higher motivation and job satisfaction (Hunt et al., 2018). By identifying and nurturing these interests, management can enhance employee engagement and retention.

Organizational Diversity

Organizational diversity pertains to how diversity manifests at a structural level within an organization. According to Jones, this aspect includes job functions, employment statuses, union affiliations, and organizational culture—factors that dictate how work is assigned and managed.

Employment Status and Job Function

An organization typically comprises full-time, part-time, contract, freelance, and temporary workers. Each employment status brings unique perspectives and experiences and can affect organizational dynamics (Kundu & Mor, 2017). For instance, contractors often have different motivations than permanent employees, impacting their commitment.
Job functions also underscore diversity. Different areas of specialization require varying skill sets, and organizations should assign roles thoughtfully to leverage each employee's strengths effectively (Stone, 2020). For instance, promotional campaigns may benefit more from input from marketing specialists than from employees in operations.

Union Affiliation and Organizational Culture

Union affiliation can significantly influence workplace culture and power dynamics. Organizations that are unionized may face unique challenges when it comes to addressing diversity and inclusion. These unions often play a key advocacy role, representing the interests of diverse employees (Taylor, 2021). Hence, organizations should work collaboratively with unions to support diversity goals, ensuring all employees feel represented and heard.

Conclusion

Understanding the diversity wheel is essential for organizations aiming to capitalize on their workforce's strengths. By recognizing both internal and secondary dimensions of diversity, organizations can create a more inclusive work environment that enhances individual and collective performance. Management should ensure that diverse perspectives are valued, aligning organizational policy with the diverse needs, interests, and experiences of employees.
Such initiatives not only contribute to employee satisfaction and retention but also enhance organizational performance through increased innovation and competitiveness. As organizations navigate this complex landscape of diversity, continuous education, awareness, and commitment will serve as critical pillars for successful diversity management.

References

1. Catalyst. (2020). Women in Leadership: The Impact of Diversity on Innovation.
2. Collins, M. (2019). Socioeconomic Status and Employee Engagement. Journal of Economic Psychology, 68, 101-112.
3. Hunt, V., Prince, S., Dixon-Fyle, S., & Yee, L. (2018). Delivering through Diversity. McKinsey & Company.
4. Kundu, S. C., & Mor, A. (2017). Workforce Diversity and Organizational Performance: A Study of IT Industry in India. Employee Relations, 39(3), 1-22.
5. Stone, R. (2020). Managing Workplace Diversity: A Practical Guide. Human Resource Management Review, 30(4), 453-465.
6. Taylor, J. (2021). Unionized Workplaces: The Role of Unions in Diversity and Inclusion Efforts. Journal of Labor Research, 42(1), 73-90.