HRMT essay

In the Australian model of managing diversity, Syed (n.d.) opines that the socio-cultural and economic growth of Australia is greatly influenced by cultural diversity because of the country has a high proportion of the oversea-born population (p.1). Among the Australian population are people from Canada (18.4%), US (11.4%), and New Zealand (18.7 %) (Syed, n.d.). Thus, out of the entire Australian population, 23% are overseas born. Besides, both the small business operation and workforce, Australia has a visible diversity with 15% from non-English speaking states. In terms of business operation, 29 percent of businesses in Australia belong to born overseas a population and approximately 21 % of small businesses belong to the non-English speaking individuals (Assaf, n.d.). On the other hand, almost 70 percent of the Australian people are employed in the SME’s. Therefore, it is essential that even human resource department in Australia learns how to manage workplace diversity.

In the other aspect of diversity, the AMSA Diversity plan of 2014-2017 has been focusing on offering complementary support in the industrial and strategic employment policies for the intergenerational workforce, woman, gay, lesbian, bisexual and intersex, linguistically and cultural diverse groups, as well as the aboriginals and Torres Strait Islander People (Australian Government, 2014). Therefore, since 2014, there has been acquisition of accurate data on the diverse groups in each category, reflection on outcomes of EEO policy, review and awareness process as well as enhancement of recruitment process, diversity surveys on initiatives, establishment of ‘unconscious bias’ and redeeming such ideology (Australian Government, 2014). Thus, all underrepresented population is focused on for equal opportunities, support statements generated to encourage seeking for jobs, mentoring programs introduces, new facilities for child care provided, accessibility for the disabled offered and facilities together with reasonable adjustments (Stone, 2016). Apparently, this trend communicates clearly to companies in Australia that workplace diversity is essential and it has to be observed at all costs.

With diverse migration, there were conflicts and efforts of assimilation followed by integration that resulted in multiculturalism that workers well after the Diversity Works Policy which was initiated by the Government of Australia in 2005. Currently, there are companies where the human resource, deny, dismiss, some are aware but do not act, and have a strategic approach towards workforce diversity management. According to Syed (n.d.), certain companies consider that highlighting diversity could result in unnecessary ethnic divisions in the place of work. As a result, many human resource management units prefer recognizing individual differences instead of group differences. In certain organizations, it is argued that diverse treatment of people could work against the corporate philosophies of unitary and equality objectives. In areas where the focus has been placed on women, other minority groups such as indigenous Australians and the non-English speaking population have persistently been disadvantaged in employment opportunities and placement in low-profile jobs.

It is suggested that productive diversity is of economic value to Australia where the consideration seeks in capitalizing cultural and linguistic skills, awareness of the overseas marketplace and experience in business processes for people born and educated overseas and eliminate barriers to effective management of workplace cultural diversity (Stone, 2016). In such a policy, there is emphasis on responsibilities for all in supporting the society of Australia in free and equitable diversity and flourishing nation, respect for everyone and acknowledgment of rights, culture, and beliefs subject to law, fairness to everyone with affirmation of equal treatment and life free from discrimination and finally benefits for all in all fonts of life (Syed, n.d.). Most of the cases of conflicts in diversity arise from aspects of rights and beliefs.

Therefore, in the first place, the provision of cultural understanding networks, business practice know-how, oversea market protocol, low-cost intelligence, and language skills are vital in the management of cultural diversity. According to Patrick & Kumar (2012), the great drive for a higher level of diversity strategy sits in the creative, cultural communicative process in which a company works on policies, customer experience, and products with an open mind that eliminates comfort zone. It is important that any aspects of prejudice, ethnocentrism, stereotypes, blaming the victim, backlash, and harassment be avoided. Instead, proper communication reduces prejudices, good diverse relationships are afforded via inclusive strategies, counseling, language and cultural training and provision of chances for integration (Patrick & Kumar, 2012). A variety of strategies can work so well if the human resource allows them to be applied n the company, hence they can have the firm a lot of harm.

It is important for the human resource, thus to be aware of the legal response to diversity in which multiculturalism within employment and other social contexts is promoted so as to safeguard the rights of diverse people. In this case, comprehending the human rights and equal opportunity commission of the Federal Government is inevitable for it helps to reduce harassment and discrimination in public space and the workplace. Stone (2016) indicates that fair work commission ensures there is registration, fair dismissal, proper decisions in the unions as well as penalties with the wrongful treatment of the workers. No individual regardless of their age, political ideology, trade union involvement, sexual preference, religion and whichever declarations deserve discriminative treatment in private or public firms (Syed, n.d.). The human resource meets such challenges during hiring, work relation among the workmates, supervision, and outcome by the managers, remunerating of salaries, termination from a job, provision of allowances, job promotion and such (Kundu, Bansal, & Chawla, 2015). It is important that human resource management has streamlined hiring, promotion, appraisal, remuneration, and related processes that would offer it a proper way of equally treating the workforce. The treatment of human resource goes to the suppliers and the clients, and the human resource has a duty to train its workers on the proper and non-discriminative treatment of these people as well as safeguarding these rights where possible.

The human resource should also be aware of The Racial Discrimination Act, 1975 spells against any form of racial discrimination on basis of color, race, ethnic origin, national origin, or race for immigrants, associates, relatives to someone of a given ethnicity or status (Stone, 2016). Thus, discriminative housing, land, accommodation, goods or service provision, access to amenities, advertising, joining a trade union, and employment are factored here (Syed, n.d p.6.). The human resource can manage workforce diversity quite well if they utilize the RDA act to mold a respectful, honest and proper treatment of people of diverse cultures and races in the workplace (Kundu, Bansal, & Chawla, 2015). Everyone has to be imparted with the knowledge that helps them understand, tolerate, and integrate with the rest in the best way that inspires working towards the common goal.

Furthermore, in the Sex Discrimination Act of 1984, there is a declaration that it is unlawful to sexually discriminate anyone based on the International Labour Organization Convention 156 and Convention on the Elimination of All Forms of Discrimination Against Women. No one should be discriminated based on family responsibilities, sex, pregnancy, or marital status and that women should be employed on basis of merit for equal opportunity for women from the minority ethnic backgrounds (Syed, n.d.). It is important that the human resource molds a strong and workable sexual act within the company and closely monitor and punish those who do not comply. According to Stone (2016), the training of the leaders and workforce should cover matters of diversity so as to enhance proper work relations.

In the equal employment opportunity Act and the Public Service Act, it is opined that a given integrated and unintegrated Commonwealth government sectors develop and initiate the equal hiring prospects program. In such a program, the intention is to have equal opportunities or women and people in designated groups in relation to employment opportunities (Syed, n.d.). As a human resource in Australia, management of diversity starts with offering equal employment opportunities in both advertisements, interviewing process, and hiring (Vo, 2014). The use of merit-based decision process and establishment of workplace diversity programs seats in the docket of the human resource and it brings value in the company for equitable hiring.

Moreover, in the Racial Hatred Act, abusive or offensive habits directed towards a race and causes racial vilification are discouraged. Instead, an individual is expected to enjoy an environment free from restricted communication and vilification (Syed, n.d.). This means that any human resource department has a duty to ensure that they do not have any single leeway for racially hateful language use. They have to generate rules that prevent managers and workforce to use vilifying language while at work and punish those who use it.

When it comes to the Workplace Relations Act of 1996, it is wrong to terminate one from work based on discriminatory arguments, hence equal remuneration of men and women based on minimum wage must be based on the Australian relations commission and Approved agreements in the collective workplace levels. All certified workforce, thus have to receive clear explanations from the employer regardless of their sex, family responsibilities, pregnancy, absence from work during maternity leave or any other parental leave, or marital status (Syed, n.d.). The Human Resource for companies in Australia has a duty to generate rules and codes of conduct that protest the workforce so that at no time should there be wrongful termination on the basis of mentioned aspects (Senichev, 2013). It has a duty to inform all the managers about the law so that they do not find themselves in court. Stone (2016) notes that a diverse workforce offers a lot of benefits to the company in terms of satisfaction, recognition, pay, benefits and status. Moreover, based on the tenets, teachings, doctrines, and beliefs of creed or religion, an employer may step down from work in good faith to safeguard themselves from religious susceptibilities of adherents to their faith.

References

Assaf, J. (n.d.). Diversity in the workplace. n.p.

Australian Government. (2014). Diversity plan 2014-2017: Promoting diversity within AMSA’s workforce. 1-28. Retrieved from https://www.amsa.gov.au/sites/default/files/amsa348-diversity-plan.pdf

Future Social Service Institute. (2018). Building Australia’s future social service workforce. 1-9. Retrieved from http://www.futuresocial.org/wp-content/uploads/2018/02/Building-Australias-future-social-service-workforce.pdf

Kundu, S.C., Bansal, J., & Chawla, A.S. (2015). Managing workforce diversity through HR practices: A Review. Emerging Horizons in Business Management, 116-127.

Patrick, H. & Kumar, V.R.. (2012). Managing workplace diversity: issues and challenges. 1-15. doi:10.1177/2158244012444615

Senichev, V. (2013). Human resource diversity and performance within the frame of organizations, teams, and individuals. 14(4), 337-345. doi:10.3846/btp.2013.36

Stone, R. J. (2016). Human resource management (9th ed). Retrieved from https://ebookcentral.proquest.com/lib/CQU/detail.action?docID=4748101

Syed, J. (n.d.). What is the Australian model of managing diversity? 1-23.Retrieved from https://www.anzam.org/wp-content/uploads/pdf-manager/2268_SAYED_JAWAD_AUSTRALIAN_MODEL.PDF

Vo, K. (2014). Managing cultural diversity in human resource management. 1-77.Retrieved from https://www.theseus.fi/bitstream/handle/10024/71688/VO_KIM%20HANG.pdf?sequence=1

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