Research Paper on "Communication Diversity and a Hostile Work Environment"

Research Paper 11 pages (3102 words) Sources: 3 Style: Let the writer choose

[EXCERPT] . . . .

Educational or diversity training programs should focus on verbal and nonverbal communication, including specific material showing how verbal and nonverbal signals connote different things to different people and that there is no hierarchy of meaning. Miscommunications arise when shared understandings of symbols is not encouraged, but assumed (Barak, 2013). Furthermore, human resources managers ideally do more than "manage diversity" in order to increase profit and productivity. Human resources managers focus on the underlying organizational culture and "celebrate diversity" as part of an ethical philosophy (Miller, 2014). Diversity is not a means to an end; diversity is valued as a core ideal in the organization (Miller, 2014).

When developing a diversity program, it is important to recognize the different "spheres of activity" related to diversity, such as educational programs and travel opportunities, human resources system and its philosophies, organizational culture, beliefs, attitudes, mindsets, programs to help employees with work-life-family balance, and specific methods of combatting problems with they arise (Miller, 2014). Human resources can focus their efforts not only on intake for new employees, but also on dealing with existing employees and an entrenched organizational culture -- the far more challenging issues. Particularly in hierarchal and traditional organizations that lack diversity as part of their culture, human resources personnel may encounter resistance to change.

Problem Analysis

A hostile work environment may go unnoticed or given tacit approval in an organization that lacks a comprehensive strategy for promoting psychological safety. If stereotypes and workplace bullying have become tolerated or even expected behaviors, even the targets of discrimination might tacitly condone the behavior by submitting to it or believing that change is not possible. Therefore, developing a diversity strategy presents challenges for human resources managers. The size of the organization, the type of organization, and its role in the community are all possible factors influencing diversity policies and procedures. Other factors include projected changes to workplace demographics. However, the specific demographics are not as important as how to address and celebrate diversity. Even though age, gender, and racial discrimination manifest differently, these types of discrimination all lead to the same basic outcome of a hostile work environment. Eliminating a hostile work environment and replacing it with one that is based on psychological safety and social harmony should be the goal of a diversity policy in any organization.

Few organizations can afford to spend too much time on diversity training. Human resources departments in existing, entrenched, and classical organizations need to "retrofit" their company structures to meet the demands of an increasingly diverse workforce. Young organizations building their cultures from the ground up will have a much easier time developing a psychologically safe environment. All new hires will be screened, trained and coached to promote diversity and psychological safety. Older organizations more resistant to change will have significantly more work to do regarding how to address existing problems related to bullying and a hostile workplace environment. Diversity training does not in itself promote a psychologically safe workplace environment. Creating a normative culture, one in which stereotyping and bullying are not tolerated, can take time but is the only long-term and genuine solution.

Possible Solutions

The solution to the problem of a hostile work environment depends on the nature of the organization and the specific problems it is facing. The current organizational culture will impact the type of diversity strategy envisioned by managers. Possible solutions include the following:

Develop a job position or dedicated team

Work with communications professionals and psychologists to develop, implement, and assess strategy

Hire third party to assess whether strategy works

All three of these solutions can be implemented together. A dedicated job position or even a diversity department in a larger organization can help alleviate pressure on the human resources department. The benefits of developing a specific job position, or a department within a human resources department include the ability for employees to raise grievances in a safe way. Smaller organizations can develop only one position, whereas larger organizations may need a department to address all diversity issues comprehensively.

Working with communications professionals and psychologists specializing in diversity and communications can help managers develop, implement, and assess a strategy. This method allows the organization to develop a strategy that is in keeping with current trends in research, but unfortunately places little to no responsibility on the organization to follow through with the information gleaned. Similarly, working regularly with third party organizations to assess their diversity programs and policies still requires discipline and conscientious intent on the part of all managers and especially human resources personnel.

Solution and Implementation

The optimal solution for a mid-sized to large organization when developing a corporate diversity strategy would be to designate the task to a select individual or group. Although the initial costs of this approach seem daunting, any organization committed to its future must recognize that age, gender, ethnic, and other types of diversity will become increasingly important issues in workplace communication and culture. Therefore, creating a specialized team proactively can help to foresee and mitigate any problems that arise. An organizational culture cannot change overnight, but if a new department is created, the members of that organization will understand how important diversity is to senior management. The creation and maintenance of a separate diversity department sends a clear message that the organization is dedicated to transforming its organizational culture.

To implement this solution, the organization's human resources department can work with senior management to craft the job description and assign specific tasks and role responsibilities. The ideal diversity manager is someone with a background in communications or organizational psychology, who can create and maintain a policy as well as a practical set of tools, protocols, and procedures. Tools include written material for employees related to identifying prejudicial beliefs or stereotypes. Other tools include visible reminders of diversity, such as posters or social events celebrating diversity. The protocols for promoting a healthy and safe environment include working directly with managers to hold all personnel accountable. Verbal or nonverbal communication in the workplace can be monitored in ways that do not threaten or undermine employee solidarity. A diversity specialist sets up a specific procedure for grievances, encouraging employees to anonymously and safely report incidents. When necessary, discreet private meetings between individuals can be set up, which would help reduce problems like embarrassment. Biases, beliefs, and stereotypes are conditioned responses, and the perpetrators are often unaware of their discriminatory behaviors. Likewise, individuals from subordinate groups may unconsciously condone or ignore behavior that fits in with their own self-deprecating schema. Without realizing it, employees viewed as subordinate could live up to their colleagues' low expectations and underperform, instead of challenging the hostile work environment. A dedicated specialist understands current research in discrimination and recognizes problems before they escalate.

Justification

A dedicated diversity team can achieve the following goals. First, a dedicated diversity team can review related literature and ensure that all practices in place are current and evidence-based. Second, a dedicated team can serve as liaison between employees and human resources, which might not be equipped to address diversity-specific issues such as workplace bullying and harassment. Many employees may feel safer approaching a diversity specialist rather than a human resources personnel perceived of as hostile or part of the entrenched culture or system of power. Third, a dedicated diversity team can continually assess the diversity policy and program and make adjustments as needed.

Research shows that psychological safety promotes optimal performance. Creating a psychologically safe environment can improve an organization's profitability. However, organizations that champion diversity without altering their cultures will lack the long-term framework to create a truly thriving workplace. A thriving workplace is one in which all employees are valued and supported, and where raising concerns about stereotyping and discrimination are not dismissed as being "politically correct." Hostility in the workplace and workplace bullying rest on the assumption that persons who possess social or political power determine what types of communication are acceptable and which types are denounced, dismissed, or ridiculed. Psychological safety depends on the elimination of stereotyping and all discriminatory behaviors.

The organization of the future creates a distinct role within the human resources department, or a single department that works in tandem with human resources. This separate diversity department is comprised of qualified personnel who base evaluations, assessments, programs, and policies on evidence and research rather than on assumptions or biases. Moreover, a separate diversity role or department ensures that it is not only hiring and intake practices that enhance workplace diversity. A separate diversity specialist actively creates a supportive and psychologically healthy workplace environment.

References

Barak, M.E.M. (2013). Managing diversity. SAGE.

Harris, C. & Valentine, G. (2016). Encountering difference in the workplace. Tijdschrift voor economische en sociale geografie. Early view. DOI: 10.1111/tesg.12197

Heilman, M.E. (2012). Gender stereotypes and workplace bias. Research in Organizational Behavior 32(2012): 113-135.

Lutgen-Sandvik, P. & Tracy, S.J. (2011). Answering five key questions about workplace bullying. Management Communication Quarterly 26(1): 3-27.

Madera, J.M. (2013). Best practices in diversity management in customer service organizations. Cornell Hospitality Quarterly… READ MORE

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