Over the last 20 years, the concept of diversity in the workplace has been applied in public human resource management practices, as it is an essential asset in the work environment and acknowledges the strength of employees. The idea is enforced by law in which some legislations oversee diversity policies (Battaglio 87). Working in diverse teams acts as a management tool that exploits the skills of a labor force from a part of society. This concept is directly or indirectly involved in the following issues in the workspace that the paper will discuss: representative bureaucracy, affirmative action, gender identity, age, and disability discrimination.
Representative bureaucracy involves the demographic representation of citizens in every workforce. This notion allows enterprises to draw diverse skills and abilities from the employees and promotes the legitimacy of public service. However, failure to implement it in the workplace leads to affirmative action, a technique for implementing long-term solutions to discriminatory practices, such as disability, age, and gender discrimination. Workplace diversity is closely linked to these practices since it is difficult for firms to establish and retain balance when biased. No person should be discriminated against because they are disabled, old, bisexual, gay, or transgender when giving out jobs.
Conclusively, organizations can utilize diversity as a business strategy to begin new trends while also providing each employee with the opportunity to learn, grow and contribute equally to the organization’s needs. Workplace diversity enables equal representation, thus reducing the need for the organization to implement affirmative action plans.
Work Cited
Battaglio, Randy Paul. Public Human Resource Management: Strategies and Practices in the 21st Century. University of Texas Dallas, 2014.