Brief Observational Assignment 4: Diversity

Part 1

Diversity in the workplace can be defined as “acknowledging, understanding, accepting, and valuing” the variability in “any compositional differences” among individuals within a work environment (HR022/HR022: Diversity in the Workplace, n.d.; (Raewf & Mahmood, 2021; Roberson, 2019). This factor or categorical conceptualisation to diversity recognises these differences range from personal attributes (such as age, class, race, ethnicity, gender, disabilities and language), and less observable differences (such as education, cultural norms, values organisational tenure, and functional background). Diversity requires an appreciation of the socioeconomic developments, such as globalisation and evolving labour laws, that have had a direct and indirect affect on the multitude of identities, backgrounds, and experiences of an evolving workforce (Raewf & Mahmood, 2021).

A proportional conceptualisation understands diversity as a structural property of groups, emphasising the numerical representation of social groups, such as gender or race, within an organisation. This perspective suggests that the proportional distribution of social groups shapes interactions and experiences. For example, a higher representation of specific demographics can activate majority-minority distinctions, influencing how members of different groups perceive and interact with each other.

Multidimensional conceptualisations of diversity in the workplace focus on how multiple attributes interact to influence group dynamics. This perspective considers demographic faultlines – hypothetical dividing lines within a group based on clusters of shared demographic attributes. It is argued that strong faultlines emerge when members with multiple shared characteristics (e.g., gender, race, and age) form identity-based subgroups. These faultlines affect group cohesion, with members identifying more with their subgroups, potentially leading to reduced collaboration across the group.

Research highlights both the potential benefits and challenges associated with diverse teams. For instance, diversity can improve performance outcomes by introducing varied perspectives, skills, and ideas that foster creativity and innovation. This is particularly evident in task-related diversity, which has been found to positively influence both the quantity and quality of team performance (Roberson, 2019).

However, the relationship between diversity and productivity is not straightforward. Studies show that demographic diversity (e.g., age, gender, or ethnicity) does not consistently yield significant performance gains, suggesting that these attributes alone are not sufficient to enhance productivity. Instead, the interaction of diversity with group processes (such as communication, conflict resolution, and cohesion) play a crucial role in determining outcomes (Roberson, 2019). Additionally, the effectiveness of diverse teams may depend on factors such as the type of tasks performed, the industry, and the level of collaboration required. These mixed findings indicate that while diversity has the potential to boost productivity, it must be managed carefully and there needs to be a focus on the contextual factors that contribute to an effective team functioning (Roberson, 2019).

Cultural diversity also has the potential to catalyse to strengthen the cultural capacity of the workplace to recognise and communicate with individuals through communities and to work efficiently in teams with dysfunctional cultural values (Raewf & Mahmood, 2021). Research shows that teams with greater ethnic diversity create a more enjoyable and emotionally supportive environment. Paletz, Peng, and Maslach (2004) found that teams with a higher proportion of ethnic minorities reported more pleasurable experiences and positive emotions toward their group members, which enhances the overall workplace atmosphere (Ahmed, 2019).

Overall, diverse workplaces contribute to higher job and life satisfaction, particularly for employees from minority backgrounds. Hunt et al. (2015) explain that the presence of minority group members within larger teams builds their confidence and self-esteem, helping to counteract feelings of exclusion (Ahmed, 2019). This sense of belonging and recognition encourages employees to engage more meaningfully with their peers (Ahmed, 2019).

Research on diversity staffing highlights several effective strategies for attracting and selecting candidates from underrepresented groups. Studies show that applicants are more likely to be attracted to organizations where recruiters share similar demographic characteristics, as minority recruiters are more inclined to recruit minority applicants (Goldberg, 2005). Additionally, minority job seekers respond positively to recruitment messages that emphasize diversity values, such as diversity management policies, and actively seek such information when choosing employers. Sony and Matushita (now Panasonic) are good examples of where this has been applied to enhance cultural diversity. Yoichi Morishita, the President of Matsushita, instructed “top management to reflect the cultural diversity of the countries where Matsushita does business” (Raewf & Mahmood, 2021).

Part 2

Observations of Diversity in My Teams

Yes, I have noticed diversity within both the Adler Museum and the grant writing team. These teams are made up of individuals from a variety of genders, sexualities, educational, and household backgrounds, which contribute to a dynamic working environment. However, the proportional and multidimensional conceptualisations of diversity provide a valuable lens to better understand how these differences shape team interactions.

From a proportional perspective, there is visible diversity in individual attributes which ensures that different perspectives are present. However, the multidimensional nature of diversity creates both opportunities and challenges. For instance, certain conversations can become siloed within smaller subgroups based on shared characteristics, such as educational experiences. This reflects how faultlines may emerge, influencing group dynamics and communication patterns.

What Diversity Means to Me

To me, diversity means ensuring that the workplace reflects the macro-environment in its composition at every level of the organisation. It is not just about individual attributes but also about how these attributes are represented across teams, leadership roles, and organisational practices. Diversity ensures that different voices and experiences are heard, creating an environment where ideas are not constrained by homogeneity.

The Importance of Diversity in the Workplace

Diversity is essential for the workplace because it enhances creativity, innovation, and problem-solving by bringing together individuals with different perspectives. It also promotes inclusivity by creating spaces where people from underrepresented backgrounds feel valued and empowered. A diverse workforce should reflect the complexity of external environments, helping organisations design solutions and strategies that are relevant to the realities in which they operate. Diversity is also about social equity, as it creates opportunities for individuals to participate and grow regardless of their background.

Diversity Policies and Structures in the Organisation

As of now, I am not aware of any formal diversity policies or structures within the University of the Witwatersrand.

Promoting Diversity and Inclusion Personally

I would take the following steps to promote diversity and inclusion in my workplace:

Encourage Cross-Team Collaboration: I would work to reduce conversational silos by promoting interactions between individuals from different backgrounds, roles, and expertise areas. Creating spaces for shared discussions and projects would allow diverse voices to engage meaningfully.

Create an Inclusive Culture: I would advocate for team-building activities that focus on appreciating each member’s unique strengths and experiences. This could help members understand and value differences, while also breaking down faultlines.

Support Continuous Learning and Awareness: I would suggest workshops or discussions on topics like unconscious bias and cultural competence to encourage open dialogue and raise awareness about diversity-related issues.

Mentorship and Representation: I would promote mentorship programmes that connect individuals from different backgrounds to foster personal and professional development. This could also help to amplify underrepresented voices in decision-making processes.

---

References

Ahmed, M. (2019). Ethnic diversity in the workplace: the good, the bad, and the ugly. Aisthesis: The Interdisciplinary Honors Journal, 10(1), 10-17.

Raewf, M. B., & Mahmood, Y. N. (2021). The cultural diversity in the workplace. Cihan University-Erbil Journal of Humanities and Social Sciences, 5(1), 1-6.

Roberson, Q. M. (2019). Diversity in the Workplace: A Review, Synthesis, and Future Research Agenda. Annual Review of Organizational Psychology and Organizational Behavior, 6(Volume 6, 2019), 69-88. https://doi.org/https://doi.org/10.1146/annurev-orgpsych-012218-015243