Managing Diversity: A Comparison of two Indian Organizations

Managing Diversity: A comparison
of two Indian Organizations
Kumar, L., Vij, L., Gupta, N., Kapil,
S., Kataria, R.

Aim
To understand Management of Diversity in Indian Organizations.
Objectives
1. To find out differences between managers of both the organizations in terms of managing
diversity
2. To find out differences between employees of both the organizations in terms of
perceiving how diversity is managed in their organizations
3. To find out differences in terms of diversity management within organizations
4. To find differneces between all the managers and all employees in terms of perceiving
diversity management
Hypotheses
1. There will be no differences found between managers of both the organizations in terms of
managing diversity
2. There will be no difference found between employees of both organizations in terms of
perceiving diversity management
3. There will be no differences in terms of diversity management within organizations
4. There will be no differences between all managers and all employees in terms of diversity
management.

Method
• Rationale
India is known for its diversity in terms of variables like religion, caste, language,
social class and so on. These dimensions are also seen within various Indian
organizations and it is a task for managers specifically to manage such a diverse
workforce. In terms of employees as well, working in a cross-cultural environment may
influence their work performance as well as other related factors. Also, there are a
limited number of research studies done within the Indian perspective regarding
diversity management in organizations. Therefore, the present study was taken up to
understand diversity management in Indian organizations from the perspective of both
managers and employees.

Sample
(n=10)
Org 1
(n=5)
Managers
(n=2)
Employees
(n=3)
Org 2
(n=5)
Managers
(n=2)
Employees
(n=3)
• Sample

• Tools Used
1. Semi-structured interview formats were formulated for both managers and employees
which included the following dimensions –
• Definition of Diversity in Organization
• Formulation of Job Descriptions on the basis of Diversity
• Basis of formulation of Work Teams
• Diversity Training and Awareness programs
• Diversity Recruitment or Management as evaluative criteria for promotion and
remuneration
• Basis for formation of Business Calendar and Leave Policies
• Language used for communication in the organization
• Basis of formation of Mean Menus
• Barriers faced in managing diversity
• Influence of Diversity
2. The data was later pooled in and Content Analysis was done where various themes
emerged.

Introduction
Diversity
• Cultural
• Demographic
Diversity in the workplace
• Affirmative action
• Diversity Management
Role of organizations
• Conduct Diversity Training
• Use Leaders to send strong messages about diversity
• Require suppliers to promote diversity
• Make Diversity a Top Priority

Review of Literature
Kulkarni (2012) conducted a study on cultural diversity management for Indian
organisation. For this, she selected an Indian MNC having offices/employees from Anglo,
Asian and Latin European cluster. The main objective of the project was to study cultural
diversity which included identifying different dimensions of cultural diversity and devising
a model or framework to manage cultural diversity. The results of the study were such that
as more and more number of HR managers is going to manage the diverse employee
resources, managing cultural diversity becomes critical point. In such situation,
intervention based on proven models (Hofstede's and Trompenaar's) help HR managers to
improve the cultural dimension and achieve most of benefits from cultural diversity.
Meena and Vanka (2013) conducted a study to explore HRM activities in managing
diversity in recognised organizations by developing a framework from literature of HRM
and diversity management. The results of the study were such that the Indian organizations
are found to be making mark on the issue of respecting diversity and are going much
beyond lip service or tokenism by reviewing their HR practices to derive the maximum
from their workforce. Various programmes, polices and strategies are adopted to leverage
diversity with major concentration on women and people with disability.

Vaidya et al (2013) conducted a study to understand a different perspective to the word
'diversity' by looking at the effect of culture related diversity on the human resource
practices of the Indian organization. It was hypothesised that cultural diversity related to
religion and cast doesn't effect the HRM practices of an Indian organization. The results of
the study indicated that organization with diverse employees are better suited to serve
diverse external customers in an increasingly global market. The major stratergies to
increase inclusiveness is by training employees to be sensitive to cross cultural differences,
encouraging employees to accept overseas assignments, and offering foreign language
training. Barriers encountered by employees for accepting workplace diversity were
discrimination, prejudice and ethnocentrism.

Data
Table 1
Comparison between Managers of both organizations
Dimensions Themes (Org1) Percentage Themes (Org 2) Percentage
1. Definition of
Diversity
Functioning well with
different religious,
cultural and cross
cultural groups
100 Different religious,
social and language
group
100
2. Job Description No distinction on the
basis of social diversity
100 Not taken into
consideration
100
3. Basis of Work Team Based on function and
task type
100 Based on task type and
skill type
100
4. Diversity Training No necessity felt for
diversity training
100 Not provided 100
5. Diversity
Recruitment or
Management as an
evaluative criteria for
promotion and
remuneration
Diversity Recruitment
followed
25 Not taken as an
evaluative criteria
100
Not taken as evaluative
criteria
75

Table 1
Comparison between Managers of both organizations
Dimensions Themes (Org 1) Percentage Themes (Org 2) Percentage
6. Business Calendar
and Leave Policies
Different social groups 75 Based on work
requirements and
majority of social
groups
100
Openness to Indian
festivals
25
7. Language for
communication
English 100 English 100
8. Basis of meal menu No meals provided 100 Regional cuisine ( both
veg and non veg)
100
9. Barriers faced in
managing Diversity
No barriers faced 50 No barriers faced 100
Difficulty in getting
members from different
groups
50

Table 2
Comparison between Employees of both organizations
Dimensions Themes (Org1) Percentage Themes (Org2) Percentage
1. Definition of
Diversity
Open to Indian
Festivals
16.67 Different social groups 50
Cross cultural
environment
16.67 Open to Indian festivals 50
Different religious &
language groups
66.67
2. Basis of Work Team Task type 100 Job type 100
3. Diversity Training Not provided 100 Not provided 100
4. Diversity
Recruitment or
Management as an
promotion and
remuneration
criteria
100 Not taken as evaluative
criteria
100
5. Business Calendar
and Leave Policies
Religious and social
makeup of organization
100 Based on social groups 100
6. Language for
communication
7. Basis of meal menu Not provided 100 Subsidized meals 50
According to different
social groups
50
8. Influence of diversity Gender, not an issue 100 Gender, not an issue 100

Table 3
Comparison between Managers and Employees of Org1
Dimensions Themes (Managers) Percentage Themes (Employees) Percentage
1. Definition of
Diversity
cultural and cross
cultural groups
100 Open to Indian Festivals 16.67
Cross cultural
environment
16.67
Different religious &
language groups
66.67
2. Basis of Work Teams Based on function and
task type
100 Task type 100
diversity training
4. Diversity
Recruitment or
Management as an
promotion and
remuneration
followed
25 Not taken as an
evaluative criteria
100
criteria
75

6. Business and Leave
Policies
Different social groups 75 Religious and social
100
Openness to Indian
festivals
25
7. Language for
communication
8. Basis of Meal Menu No Meals provided 100 Not provided 100
9. Barriers/ Influence of
Diversity
No barriers faced 50 Gender, not an issue 100
groups
50
Table 3

Table 4
1. Definition of
Diversity
Different religious,
social and language
group
100 Different social groups 50
Open to Indian festivals 50
2. Basis of Work Teams Based on task type and
skill type
100 Job type 100
3. Diversity Training Not provided 100 Not provided 100
4. Diversity
Recruitment or
Management as an
promotion and
remuneration
Not taken as an
evaluative criteria
100 Not taken as an
evaluative criteria
100
Policies
Based on work
requirements and
majority of social
groups
100 Based on social groups 100
6. Language for
communication
7. Basis of Meal Menu Regional cuisine ( both
veg and non veg)
100 Subsidized meals 50
social groups
50
8. Barriers/Influence of
Diversity

Table 5
Comparison between Managers and Employees of both organizations
1. Definition of
Diversity
social, language and
cross cultural groups
100 Open to Indian Festivals 33.33
Cross cultural
environment
8.33
Different religious,
social & language
groups
58.33
2. Basis of Work Teams Based on function, task
and skill type
100 Based on task and job
type
100
diversity training/
Diversity Training not
provided
4. Diversity
Recruitment or
Management as an
promotion and
remuneration
followed
12.5 Not taken as evaluative
criteria
100
criteria
87.5

Variables Themes (Managers) Percentage Themes (Employees) Percentage
Policies
Openness to Indian
festivals
12.5 Religious and social
100
Based on work
requirements and
majority of social
groups
87.5
6. Language for
communication
7. Basis of Meal Menu No meals provided 50 Not provided 50
Regional cuisine ( both
veg and non veg)
50 Subsidized meals 25
social groups
25
8. Barriers/ Influence of
Diversity
groups
25
Table 5
Comparison between Managers and Employees of both organizations

Findings
1. There were hardly any differences found between Managers of both the organizations in
terms of managing diversity. The responses showed no difference at all in terms of Language
used by both the organizations. On the other hand, differences were found in terms of the
Meal Menu of both the organizations. However, even though responses were same on other
dimensions, there were very slight differences on dimensions of Defining Diversity, Basis of
Work Teams, Diversity Training, Diversity Recruitment as an evaluative criteria, Business
Calendar and Leave Policies, and Barriers faced in Managing Diversity.
2. While comparing the employees of both the organizations, it was found that there were
slight differences in the way they defined diversity, basis of work team, leave policies and
business calendar and basis of meal menu. Whereas, similar responses were found for
diversity training, diversity recruitment or Management as an evaluative criteria for promotion
and remuneration, language used for communication and influence of diversity.
3. There were slight differences seen in the perception of managing diversity between
Managers and the Employees of Organization 1. The managers and employees differed in
terms of defining Diversity and Diversity Recruitment and Management as an evaluative
criteria for promotion and remuneration. Also, they differed in dimensions of Business
Calendar and leave policies. Difference also lied in the dimension of Barriers faced/Influence
of diversity between Managers and Employees.

4. There were major differences seen between Managers and Employees of Organization 2 in
terms of defining Diversity and Basis of Meal Menu. There were no difference found in terms
of Basis of Work Team, Business Calendar and Leave Policies. Both Managers and Employees
were not provided with Diversity Training and Diversity Recruitment and Management was
not taken as an evaluative criteria for promotion and remuneration. English was a language of
communication for both Managers and Employees. There were no barriers faced by the
Managers in managing diversity and Employees also did not seem to be influenced by
Diversity in any way
5. Major differences were not found between Managers and Employees of both the
organizations. Both Managers and Employees were not provided with Diversity Training and
Diversity Recruitment and Management was not taken as an evaluative criteria for promotion
and remuneration. Similarities were also seen in terms of criteria for leave policies, basis of
meal menu and use of single language for communication. Slight differences were seen in
terms of their meaning of diversity, basis of work teams, and influence of diversity.

Limitations
1. The total sample size was 10 which was a small sample size
2. The respondents were not given any incentives which might have resulted in less
detailed and discrepant responses
3. Due to time constraint, detailed information could not be collected and further analysis
could not be done
4. Limited Variables of Diversity were considered for the basis of comparison
Directions for Future Research
1. In future, the study should be replicated on a larger sample to assess larger implications
2. Quality of Interview Schedule should be increased by adding more dimensions
3. Tools of quantitative analysis can also be done using different measures to enhance the
implications of the study

Applications
In the present study, both the managers and employees were seen as Ignoring Differences
where they did not see much impact of diversity in managing their organization. Hence, this
study can be used to showcase the ignorant attitude of the organization towards diversity
which can then be used to manage differences in actual sense where all the employees
recognize the differences between each other, but also learn that neither of them are superior
or inferior to one another.
For example, valuing diversity can be linked to strategic objectives. Hence, for example, if
Diversity Management is taken as an evaluative criteria for further promotion and
remuneration and participation in Diversity Awareness programmes gives employees certain
benefits, Diversity inclusion will be enhanced and interpersonal relationships at the workplace
will also improve.

Managing Diversity: A Comparison of two Indian Organizations

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à Managing Diversity: A Comparison of two Indian Organizations

Similaire à Managing Diversity: A Comparison of two Indian Organizations (20)

Plus de Natasha Gupta

Plus de Natasha Gupta (15)

Managing Diversity: A Comparison of two Indian Organizations