Analyzing the Impact of Valuing Diversity and Employee Engagement in the Workplace

Table of Contents

INTRODUCTION1

Problem Statement2

Purpose Statement3

Research Questions3

Hypotheses3

Definition of Key Terms4

LITERATURE REVIEW6

Managing Diversity6

Miville-Guzman Universality-Diversity Scale (M-GUDS)8

The Role of the Equal Employment Opportunity Commission8

Job Satisfaction11

Significance of Employee Engagement11

Traits of Employee Engagement16

Entrepreneur/ Innovator17

Significance of Employee Retention22

Why Employees Leave Voluntarily?23

METHODLOGY26

Research Method26

Research Design26

Data Analysis27

Construct27

Validity28

Internal Validity28

External Validity28

Summary29

REFERENCES30

INTRODUCTION

The United States Constitution was the first piece of legislation in human history to indicate that all people were created equal (Kropp & Zolin, 2008). The federal government has enacted laws and Executive Orders to help marginalized groups to have equal opportunities in the workplace. Diversity management continues to evolve as a concept in the workplace (Chordas, 2007). In the 1960's, diversity implied representation of women and minorities and organizations concentrated their hiring practices based on race and gender (Whitlaw, 2010). In 2012, diversity extends beyond affirmative action programs and is considered a necessity by forward-thinking companies that want to empower employees, expand market share, and sustain their enterprises. It is important for organizations to understand how to create an environment that fosters diversity but also to value differences in order to have a competitive edge (Tyler, 2007). Establishing an environment wherein all people can be accepted, respected, and utilized for the differences they bring to the workplace is important. Employees are most productive when they can be themselves (Guy, 2008).

Valuing diversity is what organizations do to acknowledge the benefits of employee's differences and similarities (Gordon & Dickinson, 2007). The organizations work to build sustainable relationships among employees. The term “diversity” traditionally refers to race and gender; however, today it also includes age, sexual orientation, disabilities, genetics, sexual preference, and even weight (Whitlaw, 2010). Since the evolution of the term, diversity has become essential to the success of an organization. The American Psychological Association (2002) defines “valuing diversity” as when organizations provide equal treatment and access to resources and decisions for all members regardless of race, ethnicity, sexual orientation, or physical disabilities. Valuing diversity brings forth cultures, ideals, creativity, and innovation and improves organization performance (Vaijayanthi, Shreeivasan, & Prabhakaran, 2011). The initiatives of valuing diversity are popular in the workplace due to their potential to positively impact a number of organizational-level outcomes, including effectiveness, productivity, and profitability (Homan, van Knippenberg, Van Kleef, & De Dreu, 2007). The present research aims to clarify the fundamental nature of valuing diversity by exploring its relationship to employee engagement.

Buckingham and Coffman (1999) defines engaged employees as those who work with a passion, feel a profound connection to their companies, drive innovation, and move their organizations forward. In the 21st century, there are four soon to be five generations working in the workplace. It is doubtful that everyone will think alike. Managers are seeking a workforce that is different than that of years past. Diversity in the workplace is now viewed as a catalyst for having a competitive edge. Employee engagement and valuing diversity brings a combination to the table that offers a variety of skills, knowledge, and abilities when organizations use their resources to their ...