108 Human Resources Management for Public and Nonprofi t Organizations
Training management and employees to accept diversity is essential
but not enough. Gilbert and Ivancevich (2000) note that even when
organizations have implemented policy or training initiatives to focus on
diversity, the initiatives often do not translate into changes in the quality
of work life for employees. Simply responding to laws, executive orders,
or guidelines does not automatically result in greater inclusion. If blatant
discrimination does not occur, often more subtle forms of discrimination,
such as exclusion from informal work groups, conversations, and social
gatherings outside work, happen. These exclusionary tactics lead to
reduced opportunities and isolation for minorities and a loss of valuable
human capital for the organization.
Cox (2001) suggests that employers conduct cultural and systems
audits to arrive at comprehensive analyses of the agency ’ s organizational
culture and HRM systems, such as recruitment, performance appraisals,
career patterns, and compensation. The objective of the audits is to uncover
whether there are sources of potential bias that may inadvertently put
some employees at a disadvantage. If changes are made in the system,
they should be monitored and evaluated. Continued training and modifi -
cations in rewards and sanctions may need to be institutionalized.
Cox (2001) provides three reasons that diversity efforts often fail.
Often the problem is misdiagnosed, the wrong solution is implemented
or the agency failed to use a systematic approach, or there is a failure to
understand the shape of the learning curve for leveraging diversity work.
Cox ’ s change model on diversity, presented in Figure 4.1 , comprises leader-
ship, research and measurement, education, the alignment of management
systems, and follow - up:Leadership establishes a direction or goal for change (vision), facili-
tates the motivations of others, and cultivates necessary conditions
for achieving the vision. To manage diversity as an approach to
achieve its mission and goals, organizations need to establish a clear
vision of how a more diverse workforce contributes to the bottom
line. Leaders must believe that to integrate a diverse workforce, the
company must go beyond what is required by regulation. There
must be a business imperative and moral obligation. Mission state-
ments can be modifi ed to incorporate diversity - related goals (Cox,
2001; Gilbert & Ivancevich, 2000).
Research and measurement are important because successful organiza-
tional change work must be informed by relevant data, with results
systematically measured at pertinent intervals during the process.