Changing Diversity and the Workplace
Introduction

Changing diversity is a major trend affecting the U.S. workforce and the demographics of virtually every organization. Demographics are destiny, as the common saying goes (Wolfe, 2017), and in the U.S. the future is being determined right now: families are shrinking, the population is graying, and the U.S. workforce is becoming more diverse (Buckley & Bachman, 2017). This diversity includes increases in women in the workplace as well as changes in demographics “by gender, by ethnicity, by culture, by religion, by sexual preference and identification” (Buckley & Bachman, 2017). There is also likely to be multiple generations of workers in the same workplace which can lead to its own management and leadership challenges, for each generation will have its own needs, strengths and weaknesses as far as managers are concerned (Krahn & Galambos, 2014; Moore, Everly & Bauer, 2016; Schullery, 2013). This paper will discuss these challenges, identify issues of increasing complexity and change, examine how the demographic trends are being realized, how management can adapt to meet these challenges and provide recommendations for future applications of organizational development.

Increasing Complexity and Change

Increasing complexity and change is a reality of the modern day workplace. With the arrival of the Internet Age, globalization is now a staple, and workplaces are now more diverse than ever before. Not only is there more of a mixture of old and young than in previous eras but there is also a mixture of genders, ethnicities, and nationalities in one workplace. Even non-physical workers have to be considered as virtual teams are more and more prevalent among organizations today (Fang, Chen & Wang, 2014). Managing so much diversity depends upon finding the right mixture of motivators and supports, leadership styles and incentives to bring so many different people under one umbrella, oriented towards one vision, in which one set of values and principles is embraced by all. To effectively manage diversity, organizations have to be attuned to the complex changes that are occurring in the demographical make-up of their employee populations. This means that goals will have to be redefined to be meaningful and inclusive, and that the company’s vision will have to appeal to a wide segment of different people and (Daspit, Chrisman, Sharma, Pearson & Long, 2017). The more that everyone is united within an inclusive workplace culture, respectful towards all, the more likely employees are to feel engaged, be productive, and perform to the levels that are beneficial to the company (Schullery, 2013).

Changing Nature of Workforce Demographics

The changing nature of workforce demographics includes changes in education level, age level, gender, race, ethnicity, nationality, sexuality, and includes new categories of people, such as those called digital natives (Prensky, 2001)—i.e., individuals who have grown up wholly within a world where digital technology is part of their lives. Indeed, one aspect of the generational gap in the workplace relates to the problem of technology: younger generations tend to be more comfortable with it, while older ones tend to disdain it. Social changes in the U.S. have also led to alterations in workplace demographics with respect to gender and sexuality. Women now make up 47% of the U.S. workforce (U.S. Department of Labor, 2018). And in terms of sexuality, American culture is now more inclusive of the LGBTQ+ community than ever before, which means workplace cultures are expected to be more tolerant of sexual expression (while at the same time making sure that unwelcome sexual advances are not tolerated).

In terms of generational diversity, Millennials make up the largest segment of the workforce, but they are accompanied also by Generation Z, Generation Y, Generation X and Baby Boomers (Buckley & Bachman, 2017). That means there are four different generations of workers all mixed together in one workplace. Each generation has its own issues, as well. Generation Y employees tend to lack organizational commitment, which means they are constantly looking for opportunities elsewhere—which means companies have to learn how to reduce turnover rates by appealing to the desires of this generational cohort (Stewart, Oliver, Cravens & Oishi, 2017). Younger workers are also more educated than older workers today, so there is diversity with regard to the level of education that people have in the workplace.

In terms of immigrants, 17.1% of the U.S. labor force consists of foreign born individuals—i.e., immigrants (BLS, 2018). Hispanics make up the majority—or half—of that population, with Asians making up roughly a quarter of that population (BLS, 2018). Most immigrants work in the services industry. In terms of ethnicity, “among the native born, the participation rate for Blacks rose to 60.7 percent and the rate for Whites declined to 62.2 percent. The participation rates for Asians (62.0 percent) and Hispanics (64.2 percent) showed little change from 2016 to 2017” (BLS, 2018). As a result of civil rights laws in the past, handicapped persons are also more likely to work in organizations today as well—which means many companies have had to update their structures to be more accommodating to all these changes. So there is definitely more diversity in the workforce today than in years past; and because of the change in workplace demographics, leaders and managers have to adapt as well to help address issues related to that change.

Examples of How Management/Leadership Have to Adapt

There are several ways in which leaders and managers can adapt to confront the challenges of a diverse workplace. One way is to use a more accommodative leadership style that both promotes the vision of the organization and provides support for the workers. Another way is to become familiar with the Hofstede (1980) model of cultural dimensions. Understanding how culture influences people’s expectations, needs, communication styles, and so on, is an important first step to creating a more inclusive and respectful workplace culture. However, other...…workplace to formulate an effective strategy for promoting personal development. Likewise, by implementing a leadership style like servant leadership, the organization will be in a position to help all workers embrace the vision the organization wishes to implement. There is also the transactional leadership style that organizations can implement: it shows that individuals want to improve when they are given something in return—i.e., there is a transaction that takes place between the company and the worker and each receives something in return.

Analysis

Leaders can implement the servant model by listening, hearing, helping and supporting their workers. Transformational leaders can implement their model by communicating a clear vision of what the worker should strive to be, show the worker how to get there, support the worker in his needs, and give the worker a rationale that is logical for why the change should take place. The transactional leader can implement his model by defining the behavior that is expected of the worker and then rewarding that behavior with a specific reward. The participative model of leadership, fits with these in the sense that the leader can invite workers to give their input on decisions, listen to their opinions and then formulate a decision or plan of action that takes their points of view into consideration. Each is useful in promoting diversity and meeting the needs of diverse workers. The vision of change is achieved by all workers coming together to give their perspectives and the vision emerges from that effort. As Tobias (2015) notes, leaders fail when they fail to motivate, and they fail to motivate when they fail to consider the needs of their diverse community of workers.

Recommendations/Future Applications of Organizational Development

By putting the worker first, the organization identifies exactly what it is that makes it successful—the people. A diverse group of people in turn will feel appreciated and supported and they will work to pass that respect and appreciation onto their clients. That is the lesson Branson taught. King taught that diverse people can come together when the right ideal is promoted. Transactional leadership can also help bring about change by rewarding good behavior. Each is effective, just in different ways. It is thus recommended that every organization implement the style that is right for itself. No style is one size fits all. Every workplace will have its own cultural needs. Nonetheless, each can be applied to assist in organizational development and help promote diversity.

Conclusion

In conclusion, changing diversity in the workplace has led to organizations having to make changes in themselves. That means new leadership styles are needed to help develop a workplace culture that is inclusive and that meets the needs of the diverse group. From prayer rooms to nursing rooms, from servant leadership to transparency, managers and leaders can take a variety of steps to help personnel develop and grow with the company.

References

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