110 Human Resources Management for Public and Nonprofi t Organizations
training and development, compensation, work schedules, employ-
ment security, benefi ts, and the design of the physical environment.
Follow - up involves implementing action, establishing managerial and
employee accountability, fundamental changes in HRM practices,
employee involvement and buy - in, overreaching corporate philosophy
regarding diversity, ongoing monitoring and improvement of the
diversity climate, and using multiple measures to evaluate success.
Cox ’ s model is supported by a review of diversity data extending over
thirty - one years. Kalev et al. (2006) found that efforts to establish responsi-
bility for diversity see better effects from diversity training and evaluation,
networking, and mentoring than diversity programs aimed only to avoid
liability in discrimination lawsuits.Conclusion
Changes in society and the workplace have resulted in diversity becom-
ing an important issue for SHRM. Current personnel systems must be
reviewed to recruit and retain a diverse workforce. The organization ’ s cul-
ture must be evaluated. This can be done through the review of formal
documents, HRM policies and procedures, rewards systems, recruitment
and selection procedures, and succession planning. These components
should all be interrelated, and attention should be paid to the provision of
fl exible benefi ts and alternative work schedules or fl extime as they relate
to work and family life.
Many agencies, such as those noted in this chapter as well as the Gov-
ernment Accountability Offi ce (2007a), realize that when diversity is well
managed, all workers are valued and included. As a result, productivity is
improved because the work environment is supportive and nurturing, and
contributions are appreciated. The successful management of diversity
leads to better interpersonal communication among employees, respon-
siveness to social and demographic changes, a reduction in equal employ-
ment litigation, and a climate of fairness and equity. Diverse groups offer
a wider range of ideas because different individuals are likely to perceive
problems in a different light and thus develop alternative solutions.
Employers who are mistreated tend to be less productive. Energy is
spent feeling anxious, angry, frustrated, or fearful instead of concentrating
on job - related tasks. Mistreated employees tend to have greater rates of
absenteeism and are more likely to seek other employment opportunities.