Equal Opportunities vs Diversity Management free essay sample

In the UK, the labour market is becoming progressively more diverse which presents several opportunities and difficult challenges for organisations and managers to address. This mounting diversity of workers is accompanied by patterns of labour market inequality and discrimination. The purpose of this essay is to explain the different forms of discrimination which can occur within organisations before defining the terms equal opportunities (EO) and diversity management (DM). It will examine if these terms are interchangeable or different approaches to the management of people. Discrimination is described as â€Å"an unfair treatment of a person, racial group, minority, etc; action based on prejudice or the ability to see fine distinctions and differences (Collins English Dictionary, 2013). According to Pincus (1996) discrimination manifests itself in the workplace on 3 levels: individual discrimination, institutional discrimination and structural discrimination. Pincus also states â€Å"individual and institutional discrimination are intentional forms of discrimination†. These forms of discrimination are outlined in the following way: †¢Individual discrimination – â€Å"the behaviour of individual members of a race, ethnic or gender group intending to have a differential or harming consequence on another a race, ethnic or gender group† (Wilton, 2011). †¢Institutional discrimination – â€Å"policies of a dominant race, ethnic or gender institution and the behaviour of the individuals who control the institution and implement policies intended to have a differential or harmful consequence on a minority group†. Structural discrimination – â€Å"policies of a dominant race, ethnic or gender institution and the behaviour of the individuals who implement these policies and control the institution which are race/ethnic/gender neutral in intent but have a differential or harmful consequence on a minority group† (Wilton, 2011). The EO approach uses legislation to influence behaviour. This approach identifies that people are the same and should therefore be treated the same. The aim of EO is to ensure there is no discrimination or harassment in society and the working environment. The policies, procedures and practices put in place should not disadvantage anyone with ‘protected characteristics’. EO is the approach virtually all governments and organisations have been using. It has become more importance to comply with equal opportunity legislation over the past 40 years. It is imperative all employees are fully aware of UK and European legislation. Since the 1970s, inequality has been one of the central focuses of social policy for the UK government therefore they have established and introduced anti-discrimination legislation to eliminate disadvantage on the basis of certain ‘protected characteristics’. Despite the broad nature of this legislation there is still evidence of labour inequality. The Equality Act 2010 states there are protected characteristics which ensure no decision can be made that prejudices anyone based on their â€Å"age, disability, gender re-assignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex or sexual orientation† (Equality Act 2010). There are different types of discrimination which are covered in the act: direct, indirect, associative, victimisation and harassment:- Direct discrimination does not allow an individual to be treated unfavourably because of any protected characteristics. †¢Indirect discrimination occurs when a provision or practice is used which puts an individual or group with protected characteristics at a disadvantage. It also applies when an employer cannot demonstrate it to be a fair means of achieving a legitimate aim. Associated discrimination – occurs when an individual is treated unfavourably because they are perceived to have a protected characteristic whether they do or they don’t. †¢Victimisation occurs an individual is treated less favourable because they have made or supported a complaint or raised a grievance. †¢Harassment unwanted and unwarranted behaviour relating to a relevant protected characteristic which violates an individual’s dignity or creates an intimidating, hostile, degrading, humiliating or offensive environment. Inequality has financial and emotional implications for individuals. It limits employability and therefore life opportunities. This can lead to social exclusion, conflict and an economy where the talents and prospects of an individual are not reached. The control of EO must be used from recruitment to termination of employment. In the UK, a liberal legislative approach to tackling discrimination has been adopted (Jewson Mason, 1986). A liberal perspective concerns â€Å"protecting the individual rights† of a person and provides an â€Å"equal opportunity of employment according to personal skills, qualifications and abilities regardless of age, gender, sexual orientation, race, religion or any other unfair working practice† (Kirton Greene, 2005). The EO approach focuses on identifying forms of discrimination at group level and according to Kirton Greene (2005) â€Å"the ideal of the radical approach is a situation where every workforce is representative of all the social groups available to it†. This approach to addressing discrimination is often criticised as inadequate as failing to challenge the embedded nature of discrimination. Differences are dissolved under equality policies (Liff, 1997). By focusing on ensuring procedural fairness in organisation decision making, the deep-rooted structures and culture that underpin discrimination remains unchallenged. Although differences exist from person to person, EO dictates differences should not be acknowledged, rather they should be ignored. Equal opportunity creates an environment where every person is able to perform to their relevant capabilities and is accessed on their individuality. There is an assumption when an EO approach is used there will be an equality of outcome if fair procedures are used and monitored. This assumption has not borne out in practice. It does not accommodate minorities such as the disabled, the aged or ethnic minorities. These groups may require additional support or legal framework protection to protect them from discrimination. â€Å"In an organisation’s decision making, an individual’s gender and ethnic origin are stripped of to be equal† and â€Å"any form of unfair, unequal treatment because of age, disability, marital status, ethnicity, religion, social-economical background, and any other factor that can give rise to unfair treatment is called discrimination† (Liff, 1997). Research has shown this approach alienates large sections of the workforce. Individuals felt the approach damaged their opportunities rather than benefited them. Shapiro Austin (1996) argue EO creates division. Individuals are expected to adjust to organisations and â€Å"traditional equal opportunity strategies encourage a view that women (and other groups) have a problem and need help† (Liff, 1997). The EO approach is unsophisticated and attempts to respond to the symptoms of discrimination rather than the causes. â€Å"Managing Diversity means different things to different people† according to Kirton Greene (2005). MD is a fairly new approach which identifies people are different therefore they should be treated differently with respect for their individuality. The concept of diversity includes respect and acceptance of difference. The MD approach concentrates on the individual rather than on groups therefore employers, employees and organisations all benefit. MD is described as dissolving, valuing, accommodating and utilising differences (Lift, 1997) and â€Å"a new way forward for business organisations (Liff, 1997; Kirton Greene, 2005). Although there is no consensus of opinion regarding the definition of managing diversity, there are some dimensions that most experts accept such as MD identifies difference in a positive way by encouraging and embracing these differences. It is the process to control and direct employees with different cultural values. Not all employees react in a similar manner when faced with the same type of management approach. Liff’s classification of managing diversity â€Å"is considered as a most influential framework within a UK context† (Kirton Greene, 2005). For a manager, dealing with radically different viewpoints and stances is becoming an increasingly complex task. â€Å"Managing diversity is presented not only as redressing the balance, but also an attempt to change the culture of organisations, meeting one of the major criticisms of the liberal equal opportunities approach† (Kirton Greene, 2005). Kandola and Fullerton (1994) state â€Å"managing diversity is about the realisation of the potential of all employees†¦.. certain group based equal opportunities policies need to be seriously questioned, in particular positive action and targets. † Diversity is defined as â€Å"the state or quality of being different or varied; a point of difference; the relation that holds between two entities when and only when they are not identical; the property of being numerically distinct† (Collins Dictionary, 2013). This is supported by Ellis and Sonnenfield (1994) who states â€Å"the challenge of meeting the needs of a culturally diverse workforce and of sensitising workers and managers to differences associated with gender, race, age, nationality in an attempt to maximise the potential productivity of all employees. † MD is â€Å"a management process that embraces the challenges of managing a workforce that is heterogeneous in terms of culture, ethnicity, religious belief, political affiliation, sexuality, gender and disability† (Kumra et al, 2012). The MD approach treats difference as positive where the equal opportunities approach minimises difference. The managing diversity approach not only brings advantages to the individual but also the organisations. The 4 main strengths of the MD approach according to Cornelius et al (2001) are â€Å"(1) taking advantage of diversity in the labour market; (2) maximizing employee potential; (3) managing across borders and cultures and (4) creating business opportunities and enhancing creativity†. The MD approach is based on the economics of a business and the business case for improving profitability. This approach ensures each person in the organisation is valued and given the same opportunities to maximise their contribution and develop. Managing diversity demonstrates the importance of culture and culture is important in managing diversity. Liff (1997) comments â€Å"the sociology of work literature shows how structure, cultures and practices of organisations advantage those from the dominant group by adapting to their skills and lifestyles†. This is difficult to address because it is at the centre of organisational discrimination. Having different employee perspectives and types of contribution provides added value to an organisation and allows a better understanding of customer needs. Are the Equal Opportunities approach and Managing Diversity approach interchangeable or different approaches to managing people? The author of this essay has shown that although these terms are often wrongly interchanged they are two very distinct approaches. The managing diversity approach is superior to the equal opportunities approach however they are mutually supportive. There are 8 major differences between the equal opportunities approach and the managing diversity approach; (1) the purpose of equal opportunities is to reduce discrimination where managing diversity utilises employee potential to its maximum advantage; (2) equal opportunities is argued on a moral and ethical basis where managing diversity uses the business case to improve profitability; (3) the responsibility of managing the equal opportunities approach lies with HR departments however the responsibility lies with all managers when using the managing diversity approach. Equal opportunities focuses on groups where managing diversity focuses on the individual; (6) equal opportunities deals with the different needs of different groups as apposed to the totally integrated approach of managing diversity; (7) recruitment is the focus of management activity when using the equal opportunities approach, however the focus changes to managing when using the managing diversity approach; (8) equal opportunities changes systems and practices where managing diversity changes culture. Managers and organisations continually face the challenge of creating a work environment that recognises the demands and needs of its workforce and responds to its diverse nature. Organisations, leaders and managers need to cross cultural boundaries in order to promote dynamic cross-cultural communications and create cultural synergy in the workplace environment. Organisations must be aware of and take full advantage of the output potential that is intrinsic to a diverse population. Organisations and governments must operate in a world market which is highly sophisticated. Organisations have to exploit the abilities of all their employees in order to be successful. A successful organisation which has a structure which uses the equal opportunities approach supported by the managing diversity approach would be the ideal combination.