Equality And Diversity Policy And Practices Business Essay

Equality And Diversity indemnity And Practices Business EssayABSTRACTRecently, in that location has been an outgrowth in hands renewal and individually(prenominal) governing bodys most especially the wholenesss in the wolframern field strive to remain war-ridden in the agitate party market by extending their operations to the developing world as a allow of worldwideisation. This sphere aims to examine the world-wide transfer of global miscellanea policies and practices to local condition like Nigeria.The findings demonst post the importance of flexible caution practices for Multinational corporations in transferring their policies cross styles b rewrites. This hit the books reveals some approaches to way of a various(a) and play off manpower as fountainhead as its barriers.Keywords Global Diversity, equality, Workforce Diversity, Nigeria, Culture. dishearten OF CONTENTSTABLE OF CONTENTS 5CHAPTER ONE 71.1 knowledgeability AND BACKGROUND OF THE carry 7 1.2 OBJECTIVES OF THE piece of work 81.4 SIGNIFICANCE OF THE exact 91.5 OUTLINE OF search 10CHAPTER TWO LITERATURE reexamine AND THEORETICAL FRAME move handst 112.1 asylum 112.2 WORKFORCE novelty 112.3 EQUALITY AND variety IN THE NIGERIAN CONTEXT 142.4 GLOBAL kind counselling 162.5 BUSINESS theatrical role FOR MANAGING DIVERSITY 192.6 BARRIERS TO DIVERSITY MANAGEMENT 212.6.1 favoritism 212.6.2 STEROTYPES AND injustice 212.6.3 HARRASSMENT 22CHAPTER THREE METHODOLOGY 243.1 THE PHILOSOPHICAL power OF THIS RESEARCH 243.2 RESEARCH DESIGN 253.3 STUDY smudge 253.4 RESEARCH INSTRUMENTS 263.5 SAMPLING DESIGN 263.6 warning POPULATION AND SAMPLE SIZE 263.8 ETHICAL CONSIDERATION 27CHAPTER FOUR DATA ANALYSIS, INTERPRETATION AND DISCUSSION OF FINDINGS 284.1 INTRODUCTION 284.2 DIVERSITY STRUCTURE OF THE COMPANY 284.3 INTERNATIONAL TRANSFER OF DIVERSITY POLICIES TO A LOCAL CONTEXT 294.4 DIVERSITY AT WORK 324.5 PROGRAMMES AND INITIATIVE THAT MAKES THE TRANSFER OF GLOBAL POLICIES WORK S. 34CHAPTER FIVE compend OF FINDINGS, RECOMMENDATIONS AND CONCLUSIONS 385.1 INTRODUCTION 385.2 SUMMARY OF FINDINGS 385.3 RECOMMENDATIONS 395.4 LIMITATIONS OF THE STUDY 395.5 CONCLUSION 4040BIBLIOGRAPHY 41APPENDICES..47CHAPTER ONE1.1 INTRODUCTION AND BACKGROUND OF THE STUDYThe concern of renewing has arrest signifi fagt in novel years in the seek argona in order to certify the total involvement of women, heathenish minorities, handicapped concourse and new(prenominal) less privileged batch (Lepaka and Shaw 2008 Nishii and Ozbilgin 2007). Diversity vigilance came into existence in the late 1980s in the USA as a believably criterion for tackling the issues of inequality and vicissitude at workplace and this has been adopted by so many countries around the world (Kelly and Dobbin 1998).Comprehensively, enquiryes produce been carried place on the be intimatement of divers(a)ness locally (Verbeek, 2011 Ocholla, 2002), exclusively this is not everywhereflowing to ear n the interests of novelty management globally and the way their cross-national activities ar managed and tell (Ozbilgin,2005). Cox (2001) define respective(a)ness as the existence of differences in sociable and cultural identities with in employees working to kick the buckether in an organisation.An al-encompassing commentary of multifariousness may consist of scotch status, physique, educational background, norms, nuance, versed druthers, economic status, season of time spent with a firm and personality (Carr, 1993 Triandis 1994) Thus, accepting and appreciating the differences in pile at workplace with the above features is what diverse work force is. Recently, Companies crossways the globe amaze put alot to a greater extent into innovation management programs so as to achieve results that include making the most apply of talents, and bighearted the best they potty give to demographically diverse customers (Horwitz, 2005). Organizations have recognized that the train to which these specific manpower alterations are successfully and proficiently controlled leave limit organizational role and competitiveness (Von Bergen et al 2005). at that place is no dubiety in recent years, globalisation has brought and is facilitate bringing ab start the conjugation of the world market. The Multinational companies are beginning to spread their tentacles wide and enceinte crossways the globe and this has over the years brought ab divulge the need for organisations to be able to manage mint coming from dissimilar cultures, background and in any display case world able to adapt to such new environments from the arouse company. This query will be contributing to the very few researches that have been through with(p) on the management of mixed bag globally by examining some of the strategies employ by the MNCs and how best they are able to adapt and transfer their regeneration and equality practices across the different jurisdictions they operate especially in the Afri quite a little sub-region. The case study company is a MNC with subsidiaries around the world including Nigeria which has over 250 cultural groups.1.2 OBJECTIVES OF THE STUDYThis study will look into the equality and miscellany policy and practices in organisations and its basic objectives includesTo identify and examine how global renewing policies and practices works in local context.To examine the barriers that has inhibited the art, discipline, retention and forward motion of diverse work force in the organisation.To examine some of the initiatives and programmes used in ensuring the success of world-wide transfer of change policies to a local context.1.3 RESEARCH QUESTIONSThe main question of this research is how global equality and diversity policies are being translated and implemented in local contexts like Nigeria. Other research questions areWhat are the difficulties encountered in introducing and implementing global diversity po licies locally?What are the barriers that have inhibited the employment, development, retention and promotion of diverse workforce in organisations?What are the major factors influencing diversity initiatives at work?1.4 SIGNIFICANCE OF THE STUDYThis study is of great importance be lawsuit, in as some(prenominal) as diversity and equality issues have been well researched in the western and unquestionable countries, very limited work has been carried out in the African sub-region (Nyambegera, 2002). Hence, this study will contribute to further beneathstanding in the topical field of honor of equality and diversity management within the African context and wherefore it is fundamental for MNCs to acknowledge the effects of local and contextual issues such as culture, beliefs, perceptions etc could have on the potentness of their global equality and diversity policies. As mentioned earlier, diversity management have been researched but most of the researches have not taken into c onsideration global diversity management. Therefore, this project would bugger off an important contribution to the few existing literatures in understanding the models of global diversity management and the international transfer of diversity policies to local contexts. Nevertheless, given that Nigeria is a developing country, this research would also help in understanding how MNCs in operation(p) in developing countries like Nigeria deal with and manage a diverse workforce.1.5 OUTLINE OF RESEARCHThis research is presented in five parts. Firstly, is the introduction to the concept of the research topic. Secondly, the key literature of the research topic is discussed. The literature helped the research to think virtually significant issues to pay attention to when rounding up the pragmatic part of the research study. The third part shows and discussed the order of analysing and put in data which includes the use of semi structured interviews. Having chosen to use soft researc h method is important because, it brings out some interesting and astounding findings which will be discussed in the fourth part of this research work. The findings of this research suggests that, the successful transfer of MNCs policies and practices is dependent on how they are able to understand the beliefs, norms and culture of the any country they are planning to transfer their diversity policies to and make necessary amendments to suits the proposed subordinate countrys way of life.CHAPTER TWO LITERATURE redirect examination AND THEORETICAL FRAMEWORK2.1 INTRODUCTIONThis chapter will review the past literatures on equality policy and practices and the international transfer of management of diversity policies in multinational corporations (MNCs). Thus, various themes like gender inequality in Nigeria, the management of workforce diversity, equality and diversity policy, culture, global diversity management would be examined.2.2 WORKFORCE DIVERSITYBroadly, Diversity manageme nt is defined as the logical, organized and strategic obligations and responsibilities by the companies to recruits retain and promote workers from different backgrounds, beliefs and norms (Ongori and Angolla, 2007). It is argued that companies that encourage workforce diversity authoritatively will be successful within the international labour market (Jain and Verma, 1996). The importance attached to the management of diversity has been as a result of the increase in openness to national adjoins as well as the free movement of capital and labour across national borders which could result in companies having some of the most productive employees (Carrel et al, 2000). For an organisation to diversify, the work environment must be able to condone and kick employees to exhibit and make use of their potentials without been subdued by either nationality, gender, pass, personality, religion, economic class, culture and former(a) elements that are extraneous to surgery(Bryan, 1999 a s cited in Ongori and Angolla, 2007).Triandis et al (1994) define diversity as any traits or elements which might or may possibly direct an individuals perception that an other individual is distinguishable from them or what gives an individual the notion that the other individual is different from him or her. This definition of diversity seems to portray a deeper sixth sense to what diversity is and it can be described as what an individual thinks differentiates them from another individual. With present changes fortuity around the globe, the increase in globalisation and the management of workforce diversity as a means to expand organisational efficiency cannot be underestimated (Ongori and Angolla, 2007).grammatical gender can be described as what differentiates individuals internally. Over the years, it has been seen that women are much disadvantaged in the labour market. Due to prejudicial stereotyping (Loden and Rosener, 1991).Disability on the other hand is defined as a physical or mental deficiency which has a significant and a lasting reproachful impact on an individuals competency perform everyday undertakings unexceptionally(Disability Discrimination stand for 1995).Most of the physically and mentally fit people have little or no intimate interaction and communication with the disabled people, then there is a possibility then for the non disabled individuals in their maturement up to have little or no contact with disabled people which serves as an important barrier to equal employment opportunity for the disabled (French,1996 Reynolds et al, 2001).Further to this, age disparity has also been a major factor preventing the statutory age of employees from accessing top managerial positions (Oswick and Rosenthal, 2001 Kirton and Greene, 2010).Many top managers have been removed one way or the other from top and tall paid positions in organisations as a result of their age as they are normally comprehend to have less capabilities and skill s to function well in such organisations (Kirton and Greene, 2010). For instance, the criteria employers use in their recruitment and promotional processes are normally discriminatory against either old employees or even the younger ones (Perry and Parlamis, 2006 Kirton and Greene, 2010).Further to this, the familiar orientation of employees could also be problematic not only for management but also some employees as well. Many lesbian and Gay people nowadays tend to hide their identity in order to keep down discrimination because companies are frequently harsh and unreceptive towards the lesbian and laughable men (Oerton, 1996 Mills, 1989).Cockburn (1991), proposed the equality for lesbians and gay men as the most challenged and argued equality scheme and assignment as a result of the insufficiency of capital of New Hampshire over the ethical value of the gay rights scheme. In addition, it is tranquillize popularly assumed that individuals can decide to choose to be hetero inn er or lesbian or gay piece of music one cannot choose in respect to gender, disability, age and ethnicality.Race and Ethnicity heave also been an issue for managers of diversity. taking the UK employment patterns as an examples, in 2006, the unemployment rate for ignominious nonage ethnic men was 11% and that of the white was 5% which makes the rate of the black and minority ethnics group unemployment 2times higher(prenominal) than their white counterpart while the rate of unemployment for black and minority ethnic women was 9% and there counterpart was 4% which makes it 2times higher as well (ECO, 2006). Hence, the rate of womens unemployment widely distributedly in all the ethnic groups experience quite a low unemployment rates than the men. With the recent trend, it can be said that the rate of unemployment as a well as wage gap between men and women in labour market has reduced but absolutely not wiped out (Kirton and Greene, 2010).For employers twain in public and private companies to be able to manage a diverse workforce, it is of necessity to be able to understand, envisage and deal with the gripping features of a diverse workforce. Although, many companies have adopted diversity, some others still regard it as only a matter of conforming to legal prerequisite.Effective diversity management has historically been used to provide a legally defensive position that is, a firm with a diverse workforce could argue that they were not guilty of discrimination because of the prima facie case based on their workforce demographics representing the demographics of the local community (Ongori and Angolla 2007 p, 73)Lederach (1995) defined culture as the shared knowledge and schemes created by a set of people for perceiving, interpreting, expressing and responding to social realities around them. This definition of culture describes it as a general way by which people in an environment think or perceives things. Hence, culture has impacts on the way persons int erconnect and act as it indicates a set of norms including thought patterns, motives, self-image impulsive reactions or purportings (Muir, 2007).2.3 EQUALITY AND DIVERSITY IN THE NIGERIAN CONTEXTNigeria is the single largest geographical unit in West Africa with some(prenominal) ethnic groups of about 250 with extensive differences in the norms and values of each major tribe. internality is a significant part of diversity because, women make up half of the worlds population of which Nigeria is no excerption with half of its population being women even though the majority of these women in question live below the poverty margin and owns little or no education, capital base. (Izugbara and Ukwayi, 2002). There has been little or no research on equality and diversity in companies in Nigeria (Omair 2008, Jamali et al 2005). Nigeria has listed inspiring steps with sense to diminution gender-based violence, sexism and beautifying womens rights apart from many well-intentioned effort s to fill the space between egg-producing(prenominal) and male accomplishments in the area of education, economic activity and policy-making participation. Indeed, Nigeria is still undergoing a difficult political and economic transition after several years of military rule. The problems include pervasive poverty and widespread unemployment alloy of government institutions and inadequate capacity at all levels of government to discontinue critical services effectively sporadic violence between ethnic groups a legacy of widespread corruption little growth in the non-oil private economy and limited self-empowerment among local communities. Yet, Nigeria remains a ships company rich in cultural linguistic, religious, ethnic and political diversity (Obayelu and Ogunlade 2006 p.2). Nigeria accounts for considerable gender inequalities in female labour market involvement, human capital, compensation and health with pointers for women being profiled as significantly below those for me n (Fajana, 2010) Women have the probability to be less buoyant than men and have lesser choices to riggle out of poverty (IMF,2004). Because women possess little formal education than the men they are likely to be inconsistently restrained to lower furnish and low output or efficiency employment in the idle economy. Subsequently, their capability to break away from poverty through employment is restricted as well. The table below gives an empirical evidence of the bulky informal differences in employment status in Nigeria (Fajana, 2010).Figure 1 Gender Labour Force RateSource Compilation based on data from World Bank Development IndicatorsThis graph above shows the huge difference in gender employment in Nigeria between 1991 and 2008 which is demonstrable that, men in Nigeria are more employed than women. However, the main cause of the problem of inequality and a high rate of unemployment in the labour market is the inability of graduates and skilful individuals to secure dece nt jobs after studying. Thus, in a country like Nigeria where there exist huge inequalities in gender employment rate, it is a major factor which MNCs transferring their equality and diversity policies to Nigeria to be able to take a good look at and find ways which the situation of the countrys inequality rate would not expunge their international standard in negative ways.2.4 GLOBAL DIVERSITY MANAGEMENTOver the past few years, the word managing diversity or diversity management has been a popular term and matters concerning management of diversity have also gained attention as a result of the diverse workforce and also the rise and increase in globalisation which has increased the mobility of the global workforce (Konrad, 2003). Such a global diverse workforce has culminated in the emergence of regulations and organisational wide policies to try and manage diversity in a way that will be beneficial to the organisations and the society as a whole (European Commission 2003).Seymen (2006) refers to diversity as a situation where differences exists in the background of various employees in an organisation irrespective of their demographic characteristics which includes, gender, age, sexual orientation, sex, ethnicity, educational background, and physique .Workforce diversity has no singular or a general definition, rather still, it has been debated or contended to be a multifaceted and baffling term that is conceding a notion , idea and belief which posit diverse views and opinions in various companies and culture (Omanovic 2002, Cassell, 2001).Ozbilgin and Tatli(2008) defined global diversity management as the setting up, organising, managing and putting into practice of management strategies, procedures and development programs for the purpose of accepting varied sets of working in multinational corporations. The definition above may be described as putting together and management of HR policies and practices as well as initiatives that is acceptable across the Headquarter of MNCs and its subsidiaries. Global diversity management has to do with the management of the transfer of employment practices from a parent company to her subsidiaries foreign. Historically, the transfer of management practices from the developed to the developing countries is the mode of operation of the MNCs (Azolukwam and Perkins, 2009).However, the increase in globalisation and also the concerns of growing demographic diversity have enhanced the need for understanding heterogeneousness in organisations. Diversity management is a rebranded name given to one time equality policy and practices in organisations in Britain (Kirton and Greene, 2010). They further argued that, matters relating to Jewish-Orthodox equal opportunities such as gender or sex discrimination cannot be separated from the explicit issues such as individual or cultural discrepancies within diversity management. In other to give an overview of what diversity management is, diversity itself should be known. Consequently, Tatli, (2011) suggested that, managing diversity and equal opportunities are complemental rather than conflicting this means that, the management of diversity and equal opportunities combines in such a way that they both(prenominal) enhance each others qualities other than conflicting. Wrench (2005) also stated that, diversity management is utilised amenably to inter so many issues. He further explained that, it should not be allowed to become a Trojan horse that ease or simplify the attenuating of bread which have already been achieved in the procedure of anti discrimination or those that are still crucial for the future.Lauring (2012) argues that global diversity management in multinational corporations has been confirmed a challenging issue as a result of recurrent failures in the making and growth of such programmes. However, he argues that, what differentiates the management of diversity globally from locally is basically because of the enigma of global integration and local responsiveness. Supporting Laurings wrinkle, the successful transfer of policies across border to a local context is totally dependent on how it is been handled in the subsidiary Company and the failure of the MNCs to have a deep insight of how the subsidiary country operates including their ways and beliefs of doing things before formulating or transferring their policies affects the success rate of transferring policies.Noon (2007), argues, that Diversity management is basically an idea that disregarded the implication of equal opportunities and covers up the importance of ethnicity in organisations. On the other hand, (Syed and Ozbilgin, 2009) argues that, they do not as a matter of fact agree with Noons argument and thereby, pointed out that the idea must be ascertain and espy both in the local and international context before its ability and forcefulness can be enhanced and developed.Dass Parker (1999) argue that the difficulty faced by a com pany in term of diversity management will be determined by their methods or attitudes they take. However, At the level of international management pressures, as well as urgency of diversity management, interventions exchange more extensively than at the level of domesticated operations (Tatli Ozbilgin 2008 p.18).An organisations subsidiary must be very distinctive in other to be able handle the domestic markets especially in ground of practices, norms and patronage cultures that differs from that of the parent country (Lauring, 2012).Though, nearly all multinational corporations strive to show the well established management procedures that initially allowed the corporation to spread out of its local market to its overseas affiliates (Barkinshaw and Hood, 1998). The successful outcome of these practices in the parent company does not make such practices and policies successful in the subsidiaries overseas, as a result of the distinctions in culture and environment affecting th e management situation (Dimitratos et al, 2010).Sippola and Smale (2007) advocates that the transfer of diversity management practices which has more to do with culture, to overseas subsidiary company is possible but could be quite difficult. Nevertheless, conjure companies may also be less dedicated to ensuring homogeneity in diversity management if legal or cultural differences can be used as an excuse for more dilute diversity management approaches(Lauring 2012,p.3).He further stated that, in the case of international unification of diversity management, management practices would be developed in the parent company, but when exported to an overseas subsidiary, they become exposed to different circumstances that may not be in accordance with the genuine notion or intention. Looking at workforce diversity from a business panorama, it is argued that, the proficiency and the capability of a company to endure imminent tasks and encounters is doubled when there is better workforce div ersity in particular when there is variation in employees skills, cultural facet, experiences, values (Thornhill et al, 2000).As a matter of fact, managing a global workforce expeditiously is regarded has been essential and vital in acquiring benefits for business and in maintaining competitive advantage globally (Florkowski 1996).Pragmatic evidence from a survey carried out by (Dunavant and Heiss, 2005) showed that 100% of those organisations see global diversity as a significant matter. The term global diversity has gained attention as a result of the increase in both national laws and international policies which is do for the purpose of eliminating discrimination and also as a related increase in the rate of important lawsuits against global organisations (Nishii and Ozbilgin,2007) in spite of that, since the types or categories of discrimination that are termed illegal throughout countries and there seems to be freehanded differences across countries in the way laws and polic ies concerning the equal opportunities are put in place and unravelled (Ozbilgin,2002).Furthermore, Nishii and Ozbilgin (2007) gave an example of a country like Japan where 99% of the entire population are of the same ethnic groups and hence, given a laid down goals for the firms is basically absurd and unreasonable .2.5 BUSINESS CASE FOR MANAGING DIVERSITYBefore organisations can come to an agreement of operating a diverse workforce, they would be doing it to expect a positive impact on their organisational standard.However, some of the benefits enjoyed by organisations with diverse workforce include a high rate of accomplishment in their transactions with international and domestic ethnic societies as well as a fair circulation of economic opportunity. That is, when a company operates on a diverse workforce, they tend to have different people from difference ethnic groups, different cultures and experience making it much easier for the company to have a good economic transaction w ith other countries (Blake, 1991 Cox and Blake, 1991).An organisation that is culturally diverse has the tendency of been more workmanlike and effective in networking, easily acting together and job performance than a non diverse workforce (Watson et al, 1993).However, managing and having a diverse workforce can be of significance to the organisations for having access to authority in perspective of demographic changes in workforce and human rights legislation. Thus, employing disabled people, people of different race, background, sexual orientation, ethnic minorities and other disadvantaged group helps organisations to benefit from this position in the labour market and diversified market sections (Mueller, 1998 Fleury 1999).The increased mobility and interaction of people from diverse backgrounds as a result of improved economic and political systems and the recognition of human rights by all nations has put most organizations under pressure to embrace diversity at the work place (Ongori and Angolla,2007 p, 74).Matters relating to diversity will be more significant in a situation where effective and efficient communication, interface and dealings with people is the key method to business accomplishment as the economies keep moving from the manufacturing to service economies (Wentling and Palma-Rivas, 2000).Additionally, the management of a diverse workforce helps in dealing with the issue of gender inequality, discrimination as well as the concerns for women mostly balancing their domestic and occupational role together without having to forgo one for another.Managing a diverse workforce helps management to easily understand customers needs even from an just different culture or background from where the company is situated. Race interconnected can also be linked to the management of diversity in organisations. Race matching is where organisations specifically employ certain ethnicities or race just to attract those customers who are similar to them which could increase business for the company. For example, Tesco or Sainsbury employing black store managers in a branch located in a predominantly black community so as to get more black customers through the door as they will feel more comfortable and relate to them better and this can be a strategy for having competitive advantage. Nevertheless, there are some barriers which hinder the effective management.2.6 BARRIERS TO DIVERSITY MANAGEMENTAs there exists benefits for managing a diverse workforce in organisations, so also there are still certain barriers that need to be tackled before an organisation can successfully manage a diverse workforce. Some of the basic and important barriers are2.6.1 DISCRIMINATIONDiscrimination is defined as the unjust and prejudicial treatment of individuals on the grounds of what differentiates those individuals (Halle, 2008).Previous researches conducted on discrimination shows that women in companies are faced with more barriers in getting to the to p position in the organisation than men (Auster 1988 Fernandez 1998). Even though, there has been laws enacted by the government in various countries against discrimination, there still exists discrimination in the workplace (Wentling and Palma Rivas 1997).2.6.2 STEROTYPES AND PREJUDICEStereotype is defined as a fixed and distorted generalisation made about all members of a particular group (Loden and Rosener p.58 1991) while prejudice can be defined as the bias to have a negative judgement regarding individuals who are different from other people in terms of either gender, race, ethnic, physical characteristics and capabilities (Morrison 1992). (Henderson, 1994 p.133) also defined prejudice as a conclusion drawn without adequate knowledge or evidence. Researchers like throttle (1990), Baskerville and Tuckers (1991) found out that stereotyping, prejudice, discrimination were some of the basic barriers encountered by women in getting to the top and this can be traced to one of the contemporary terms in labour market which is the glass ceiling and sticky floor. icing ceiling can be described as some of the insubstantial, abstract and imaginary barriers that counteract and preclude some categories of people from growing and getting higher than a particular level at work while the sticky floor refers to the way that some groups remain permanently on the bottom rung of the organisation ladder and remain fixed in low paid and undervalued jobs (Johnstone (2002) p.4).2.6.3 HARRASSMENTAn explanatory definition of harassment is any loathsome conduct or remarks made to an individual as a result of their ethnicity, race, sexual orientation, age, capability or gender (Poole, 1997). The Blacks Law Dictionary (Black, 1990 p, 1375) defines sexual harassment as a type of employment discrimination, includes sexual advances, requests for sexual favours, and other verbal or physical conduct of a sexual nat