Factors Affecting Workplace Diversity Management In .
International Journal of Science and Research (IJSR)ISSN (Online): 2319-7064Impact Factor (2012): 3.358Factors Affecting Workplace Diversity Managementin Organizations: A Case Study of Lake NakuruNational Park, Nakuru CountyMargaret Ngina KiokoDepartment of Business management, Kenya Methodist University, PO BOX 539-20100, Nakuru, KenyaAbstract: The purpose of the study was to investigate the factors affecting workplace diversity management in Lake Nakuru NationalPark (LNNP). The target population consisted of 200 employees from Lake Nakuru National Park. Stratified sampling was used to select80 respondents. Data was collected by the use of questionnaires and analyzed using descriptive statistics and presented using tables. Thestudy concludes that generational differences affected work place diversity management in LNNP. It is also concluded that professionalqualification can help to improve and benefit from leadership skills in all generations. Finally the study concludes that there were factorshindering work place diversity management at LNNP. However, there was work place diversity management in LNNP. The study alsoconcludes that gender balance, education policy and experience policy were considered in LNNP. The study has recommended that thereshould be a well structured, laid down policy and procedure for diversity management practices at LNNP especially in regard togenerational differences, gender concerns and professional qualifications.Keywords: Organizational Culture, Diversity Management, Diversity, Gender Concerns, Generational Differences, ProfessionalQualifications1. IntroductionThe modern workforce is far more varied in itscomposition than ever before due to demographic andeconomic factors. In keeping with increasing level ofdiversity inherent in the modern workforce, diversitymanagement has been increasingly a matter of academicand practical interest, and the rate at which diversitymanagement programs have been adopted has beensteadily growing. However, this relationship has not beencarefree, and a number of companies have reportedproblems with failure of their diversity managementapproaches (Christian, Porter and Moffitt, 2006). One ofthe challenges in implementing diversity in theorganization is the confusion between functional diversityand non-functional diversity. According to Barry &Bateman (1996) functional diversity is often the form ofdiversity intended in common workplace statements suchas "we need to focus on diversity," or "diversity issomething we strive for." However, in practice there aremany forms of diversity that can be encountered inorganizations, not all of which are related to improvingorganizational effectiveness. Many of these forms ofdiversity management have been termed social diversity(Barry & Bateman, 1996). The existing literature is oftenconfusing on the difference between social diversity andfunctional diversity. This often leads to a feeling ofdisenchantment with diversity programs that do not seek todefine the difference between these two concepts.However, many scholars agree that the understanding ofthis distinction may not be necessary in the world ofbusiness (Martins & Parsons, 2007; Major, Feinstein &Crocker, 1994).According to Church et. al. (1995) diversity in anorganizational setting is defined in terms of a collection ofindividuals who differ from each other on one or anynumber of dimensions including culture, values, education,gender, marital status and age. According to Parvis (2003),dimensions of diversity include but are not limited to age,gender, race, sexual orientation, religious beliefs, es,educational background, geographic locations, income,marital status, military experience, parental status and jobclassification. In the context of the workplace, valuingdiversity means creating a workplace that respects andincludes these differences, recognizing the uniquecontributions that individuals with many types ofdifferences can make, and creating a work environmentthat maximizes the potential of all employees. Accordingto Armstrong (2009) cultural competence is arguably themost important skill for effective work performance in the21st Century. The impact of cultural diversity varies withthe type of environment and the firm’s overall strategy.Management of cultural differences has become moreimportant for creating advantages and getting competitiveedge. Managing diversity means enabling diverseworkforce to perform its full potential in an equitable workenvironment where no one group has an advantage ordisadvantage. Simmons (1996) urges that dynamiccompanies look for people who are different because thediverse workforce may bring different talents, interests andviewpoints. The organizations which fail to embracediversity effectively and do not take a holistic approach toeliminate discrimination and injustice may adversely affectboth employees and customers. According to Hodges(1994), the focus of the workforce diversity issue haschanged from equal employment opportunity to effectivemanaging workforce diversity as an organizationalimperative and managers must be able to tie the issue ofmanaging cultural needs of the business and be well versedin business issues, goals and results.Recent research has focused on the most commondiversities in organizations namely generationaldifferences, education versus experience, gender (sexualVolume 3 Issue 12, December 2014Paper ID: SUB14338www.ijsr.netLicensed Under Creative Commons Attribution CC BY2279
International Journal of Science and Research (IJSR)ISSN (Online): 2319-7064Impact Factor (2012): 3.358orientation), and expatriates. Elements of the workplaceacross which members of different generations differinclude their perception of what contributes to success inthe workplace and their preferred leadership attributes.While there may be differences across generations, thosedifferences are often context or age dependent rather thangenerational traits per se. Furthermore, there aresimilarities among generations. For instance, thegenerations share similar concerns about change, reasonsfor staying in an organization, values and preferred modeof communication (Deal, 2007). Similarly, workers fromall generations want the freedom to set their own hours,indicating that this is not a preference of the young only.Tougas and Beaton (1992) have established that genderdisparity within the employment relationship comprises ofdisadvantages experienced by women as compared to menin paid employment. This includes lower level ofremuneration, greater likelihood of being in part-timework, higher concentration of employment at occupationallevel and employment in low status jobs. According toCork-Burn (1991), the bias in male attitudes may be less todo with the workplace itself than with the domesticresponsibilities of parenting and as long as it is taken forgranted that parenting cannot be shared on an equal basis,the problems facing female employees will persist. One ofthe major consequences of this new workplace diversity isthat there is now an increased emphasis on themanagement of professionals. With fewer and fewer nonprofessional employees in organizations, situations oftenarise where a highly skilled and trained employee reportsto a direct supervisor who is not familiar with the nature ofwork being performed by subordinates. These technicalworkers need and want more autonomy in theirresponsibilities and seek greater input and participation intheir work activities. At Lake Nakuru National Park(LNNP) the management has faced so many challenges inmanaging the workforce diversity. The challenges arefaced during deployments, promotions, delegations andrewarding the employees.1.1 Statement of the ProblemIn order for organizations to remain competitive it isabsolutely necessary for employers not only to embracediversity, but to seek out all available strategies that willattract the talent needed within the organization. The mixof four separate generations in the workplace has created achallenge for managers, who must deal with the competingvalues and priorities of the different groups. As Jones(1993) points out, gender has been an area of diversity thathas increasingly been embraced by both large and smallfirms. It has also provided some challenges to employersfrom legal perspective beyond compliance and nondiscrimination status. There’s great debate over whetherexperience or a college degree is more important in a jobsearch. Some argue that experience makes up for the lackof a degree; others say a degree provides something thatexperience can’t. Therefore it was important to investigatehow diversity management can improve the corporateculture of an organization and make the organization gaina competitive advantage. This study sought to examine thefactors affecting workplace diversity management inLNNP.1.2 Objectives of the Studyi. To establish the effect of generational differences onworkplace diversity management in Lake NakuruNational Park.ii. To determine the effect of gender disparity onworkplace diversity management in Lake NakuruNational Park.iii. To assess the effect of professional qualification onworkplace diversity management at Lake NakuruNational Park.2. Literature Review2.1 Theoretical ReviewVarious theories and models have been formulated toexplain the pertinent issues influencing diversitymanagement in organizations. This study was based ontwo models namely the functionalist model and the criticalperspective model.2.1.1 Functionalist PerspectivesThe functionalist perspective analyzes workplace diversityfrom an organizational effectiveness framework. Thisperspective assumes that positive and negative dimensionsof workplace diversity can be identified, monitored, andcontrolled to benefit the organizations (Argyris, 2006).The goal of work from a functionalist perspective, in bothresearch and practice, is to identify how workplacediversity can enhance overall organizational productivity,responsiveness, and effectiveness (Cox, 2004). Managingdiversity means planning and implementing organizationalsystems and practices to manage people so that thepotential advantages of diversity are maximized while itspotential disadvantages are minimized. The managementof diversity has important ethical, legal, and economicramifications for the organization. According to Cox(2004) and Hultsman (2005) workforce diversification isnot only the right thing to do, but it will ultimatelyenhance the economic performance and globalcompetitiveness of the organization. This dynamism, then,leads to persistent clashes and efforts to resolve thesetensions (Alvessor & Willmott, 2008). Thus, the analysisof workplace diversity, from a functionalist perspective,seeks deeper insights into the inner workings oforganizations in order to lay bare the systemic inequitiesthat exist at multiple levels of the organization. Thisuncovering of inequity, as it were, should ultimately fosterthe meaningful reorganization of such programs andprovide opportunities for both workers and constituents. Inthe context of this study functionalist perspective canexplain the motive for the implementation of workplacediversity management.2.1.2 Legal PerspectiveAccording to Jeffrey (2010) organizations first startedpaying attention to diversity in the mid 1960s, largely as aresult of civil rights unrest and legislation that was passedthat prohibited discrimination in employment against avariety of groups. Diversity was largely focused onVolume 3 Issue 12, December 2014Paper ID: SUB14338www.ijsr.netLicensed Under Creative Commons Attribution CC BY2280
International Journal of Science and Research (IJSR)ISSN (Online): 2319-7064Impact Factor (2012): 3.358compliance with the law and maintained that focus untilthe early 1980s. By mid 1980s, however, the focus ofdiversity training shifted to improving work conditions byminimizing conflict between and among workers. In mid1990s the focus evolved to understanding, accepting andleveraging diversity as a means of enhancingorganizational performance and remains as such to thisday. The history of diversity in organizations is rooted insocial justice and civil rights, but its evolution into astrategic human resource and business issue has resulted indiversity becoming somewhat of an amorphous concept.Many organizations embrace diversity in concept but havenot fully considered it as a strategic business issue relativeto the mission and strategy of the organization. In view ofthis study it is conceptualized that workplace diversitymanagement may be implemented as a legal requirement.2.2 Empirical Review2.2.1 Possible Differences of GenerationsThe culture and characteristics of workplace are shaped bythose responsible for decision-making (Naff & Kellough,2003). The perceived decline in work ethic is perhaps oneof the major contributors of generational conflicts in thework place. Generation X for instance, has been labeledthe slacker generation (Jenkins, 2007), and employerscomplain that younger workers are uncommitted to theirjobs and work only the required time and a little more.Another point of contention among generations regardsloyalty towards employers. While traditional and boomershave been characterized as being extremely loyal towardtheir employers, the lack of loyalty of younger workers hasbeen noted (Bannon, 2001). While younger workerscomplain that there is lack of respect towards them in theworkplace, older workers share similar complaintsespecially regarding the attitudes of younger and neweremployees toward management (Deal, 2007).2.2.2 Gender ConcernsAccording to Bannon (2001) men from certain minoritygroups have penetrated to a remarkable extent into certainprofessions but to a much lesser extent into themanagement of large organizations. Women workers arestill concentrated in poorly paid, routine occupation suchas clerical and secretarial work. Far more, women thanmen are in part-time occupation. To be sure, women haverecently made some inroads into occupations defined asmen’s jobs only to a limited extent. Women are underrepresented in all the higher managerial and professionalgrades. Those women who are successful economicallyhave to fit into a world of maleness and masculine valuesystems where they feel they do not fully belong. One ofthe major factors affecting women’s careers is the maleperception that, for female employees, work comes secondto having children (Stergaard, Timmermans & Kristinsson,2011).Stergaard, Timmermans and Kristinsson (2011)investigated the views of mangers interviewing femaleapplicants for positions as technical staff in healthservices, revealed that the interviewer routinely askedwomen applicants whether or not they had or intended tohave children. Interviewers virtually never followed thispractice with male applicants and when asked why not,two themes ran through their responses; women withchildren may require extra time off for school holidays orif a child falls sick, and responsibility for childcare is seenas a mother’s problem rather than a parental one.According to Rose (2008), women are seen to be exploitedbecause they undertake free labor for men by carrying outchildcare and housework, and because they are deniedaccess to positions of power. The exploitation of women inpaid employment and their generally subordinate positionin the occupation hierarchy is held to be a consequence ofthe emergence of lack of ownership property and theresultant lack of ownership of the means of productionwhich deprives women of any power (Rose, 2008).In the past, all women in the workplace were automaticallyassigned to temporary or part-time or low responsibilityjobs because it was understood that their first priority wastaking care of the families. Today, women are notgenerally seen as inferior to men and there are women whowant to put work first and family second. Organizationshave been slowly adjusting to these changes.Organizations compete for human resources and as theworkforce becomes more heterogeneous, organizationswill have to serve the diverse needs of this workforce orthey will lose them to their competitors (Green, 2001;Holladay, Knight, Paige, & Quiñones, 2003).Organizations that discriminate against women are forcedto select workers from a smaller pool, reducing theirability to find performers. At the same time, somemanagers would point out that increased diversity cancause management problems such as social harassment,scheduling, and interpersonal communication. Mostconstitutions the world over requires progressiverealization of the enforcement of the one-third gender rulein all public positions (Holladay, Knight, Paige, &Quiñones, 2003).2.2.3 Professional QualificationDifferences exist between employees who have adequateacademic credentials with success and employees whosevocational and on the job training enables their careerprogression. The differences between these two groupsmay be a source of conflict in some workplace issueswhen there’s disagreement about theory versus practice inachieving organizational goals. For, instance, an employeewho believes that a college degree prepared him formanaging the processes and techniques of the employeesin the skilled trade may not be as effective as he thinkswhen compared to employees with years of practicalknowledge and experience.Many employers want management-level employees orstaff members in a specialized department to have acollege degree. A degree signifies that you’ve studiedunder trained experts, have immersed yourself in aparticular discipline and have obtained a broad set ofeducational and interpersonal experiences. A four-yeardegree is especially important for people who want to riseto executive-level positions during their careers,particularly in professions rather than trades. When anemployer has a choice between two people with the sameVolume 3 Issue 12, December 2014Paper ID: SUB14338www.ijsr.netLicensed Under Creative Commons Attribution CC BY2281
International Journal of Science and Research (IJSR)ISSN (Online): 2319-7064Impact Factor (2012): 3.358degree, but one has experience, the experienced personwill be more likely to get the job (Brickson, 1993).there were three sets of variables. These were independent,dependent and moderating variables.2.3 Conceptual FrameworkConceptual framework shown in Figure 1 illustrates howvarious variables interacted. In the context of this studyFigure 2.1: Conceptual FrameworkThe conceptual framework shows that the independentvariables (professional qualification, gender concerns andgenerational differences) were hypothesized to influencethe dependent variable (workplace diversity management).However, the moderating variables (organizationalpolicies, management practices and perceived inequality)were considered to influence the dependent andindependent variables. The study hypothesized that ifgenerational differences were not well managed in theorganization, there would always be conflicts and lowperformance due to lack of recognition. Also genderequality was essential for gaining a competitive advantage.If well managed, the organization could retain a wellbalanced workforce. Finally, when education was blendedwell with experience, the management of workplacediversity faced less resistance.questions which were needed or whether some questionscould be eliminated and whether instructions torespondents are adequate. Data was analyzed by the use ofdescriptive techniques.4. Results4.1 Generational Differences and Work Place DiversityManagementThe researcher sought to establish whether generationaldifferences affected work place diversity management atLake Nakuru National Park. This was done by analyzingthe extent to which different indicators of generationaldifferences influenced work place diversity management atLNNP. The findings obtained are presented in Table 1.3. MethodologyIn this study, descriptive design was used. Descriptivedesign was chosen because it provided descriptions ofvariables in order to answer the research questions. Thestudy was conducted at Lake Nakuru National Park. Thetarget population comprised of 20 top managers, 35 middlelevel managers and 145 subordinates totaling to 200 staff.Stratified random sampling was used to select the samplesize of 80 respondents. The researcher used primary datawhich was obtained through administering structuredquestionnaires. The data was collected, organized, editedand analyzed by the researcher based on specific researchquestions and objectives. Data presentation was made bythe use of frequencies and percentages. Tables and graphswere used to summarize the various sets of results. Theresearcher carried out a pilot testing of the questionnaire atthe Kenya Forestry Service to identify any mistakes thatneeded correcting. The purpose of pretesting was todetermine whether the questions can be understood by allclasses of respondent, whether additional or specifyingVolume 3 Issue 12, December 2014Paper ID: SUB14338www.ijsr.netLicensed Under Creative Commons Attribution CC BY2282
International Journal of Science and Research (IJSR)ISSN (Online): 2319-7064Impact Factor (2012): 3.358Table 1: Effects of Indicators of Generational Differences on Work Place Diversity ManagementStatementI have confidence in management of generationaldifferences at LNNPThere is adequate involvement of all generations inleadership and planning.Management play favoritism in promotions anddelegationsLNNP rewards all workers according to theirPerformance and contributionLNNP embraces cultural diversitySAF (%)AF (%)NF (%)DF (%)SDF (%)TotalN (30)12(14)5(4)5(4)80(100)In regard to whether employees had confidence in themanagement of generational differences at LNNP,majority of the respondents 60 (69%) agreed compared to19 (28%) who disagreed. The findings also show thatmajority of the respondents 35 (43%) disagreed that therewas adequate involvement of all generations in leadershipand planning compared to compared to 31 (29%) whoagreed. In addition, majority of the respondents 25(32%)agreed that the management did not play favoritism inpromotions and delegations compared to 48(60%) whodisagreed. Concerning whether the LNNP rewards allworkers according to their performance and contribution,majority of the respondents 50 (65%) agreed comparedwith 20(16%) who disagreed. Finally, regarding whetherLNNP embraces cultural diversity, majority of the students59 (47%) agreed compared to 10 (8%) who disagreed.4.2 Gender ConcernsThe study examined whether gender concerns influenceddiversity management in LNNP. This was done byanalyzing the responses on the extent to which differentindicators of gender concerns influenced work placediversity management at NLNNP. The results obtained arepresented in Table 2.Table 2: Influence of Gender Concerns on Work Place Diversity ManagementStatementLNNP recognizes all genderAll top positions are equally distributed between the two genders in LNNPWork-life balance (especially to women) is embraced in LNNPMost routine work is done by womenIn regard to whether LNNP recognizes all gender, majorityof the respondents 53 (67%) agreed compared to 19 (24%)who disagreed. This implies that LNNP considered genderin many decisions made. The researcher also wanted toknow whether all top positions are equally distributedbetween the two genders in LNNP. The respondents wererequested to give their views and responses obtained wererecorded. Majority of the respondents 50 (63%) agreedcompared to 16 (20%) who disagreed. The researcher alsoasked the respondents whether work-life balance(especially to women) was embraced in LNNP and foundout that majority of the respondents 53(67%) agreedcompared to 10(12%) who disagreed. Concerning whethermost routine work was done by women, majority of therespondents 42 (52%) disagreed that most routine workwas done by women compared with 27 (29%) who agreed.SAANDSDTotalF (%)F (%)F (%)F (%)F (%)N (%)30(38) 23(29)9(11)16(20)3(4)80(100)31(39) 19(24) 14(17)9(11)7(9)80(100)35(44) 23(29) 12(14)5(6)5(6)80(100)10(13) 17(16)11(5)27(33) 15(19) 80(100)of professional development. The findings obtained arepresented in Table 3.4.3 Professional QualificationThe study examined the effects of professionalqualification on workplace diversity management. Thiswas done by analyzing the responses to different indicatorsVolume 3 Issue 12, December 2014Paper ID: SUB14338www.ijsr.netLicensed Under Creative Commons Attribution CC BY2283
International Journal of Science and Research (IJSR)ISSN (Online): 2319-7064Impact Factor (2012): 3.358Table 3: How professional Qualification affects Work place Diversity ManagementStatementSAANDSDTotalF (%)F (%)F (%)F (%)F (%)N (%)I have opportunities for career growth11(14)8(10)10(14)36(45)14(18)80(100)I have a clearly established career Path at LNNPMy educational level and skills are well utilized in my 31)32(40)10(14)7(9)7(9)80(100)I feel I am valued at LNNP24(30)15(19)10(14)24(30)7(9)80(100)LNNP gives enough recognition for work well s are based on education levelMy work experience is recognized and appreciatedIf I do good work I can count on being promotedConcerning whether the respondents had opportunities forcareer growth, majority of the respondents 50 (63%)disagreed compared with 18 (24%) who agreed implyingthat perhaps there were fewer opportunities for growth.Regarding whether there were clearly established careerpath at LNNP, majority of the respondents 50 (62 %)disagreed compared to 20 (25%) who agreed. Further,respondents were asked whether their educational leveland skills were well utilized in their work. Most of therespondents 44 (55%) disagreed compared to 39 (49%)who agreed. In regard to whether promotions were basedon education level, majority of the respondents 41 (52%)agreed compared to 30 (42%) who disagreed. Theresearcher also wanted to know whether employees’ workexperience was recognized and appreciated. Therespondents were requested to give their views andresponses obtained were recorded. Majority of therespondents 37 (42%) agreed compared to 31 (39%) whodisagreed. The researcher also asked whether therespondents could be promoted if they did a good workand majority of the respondents 57(61%) agreed comparedto 14(18%) who disagreed. The researcher also sought toascertain whether the respondents felt that they werevalued at LNNP. The results show that majority of therespondents 39(49%) agreed compared to 36(39%) whodisagreed. Finally the findings indicated that majority ofthe respondents 44(55%) agreed that LNNP gives enoughrecognition for work well done compared to 20(24%) whodisagreed.4.4 Work Place Diversity ManagementThe study sought to establish the extent to which there wasdiversity management in LNNP. The respondents wereasked to respond to selected indicators of work placediversity management in LNNP. The findings obtained arepresented in table 4.Table 4: Indicators of Work Place Diversity ManagementStatementSAANDSDTotalF (%)F (%)F (%)F (%)F (%)N (%)There is workplace diversity management7(9)35(44)9(11)21(26)6(7)80(100)There is gender balanceThere is education policyThere is experience 80(100)Concerning whether there was work place diversitymanagement in LNNP, majority of the respondents 42(53%) agreed compared with 27 (33%) who disagreed.Regarding whether there was gender balance, majority ofthe respondents 50 (64 %) agreed compared to 20 (24%)who disagreed. Further, respondents were asked whetherthere was education policy and most of the respondents 40(50%) agreed compared to 35 (44%) who disagreed. Inregard to whether there was policy on experience, majorityof the respondents 44 (55%) disagreed compared to 27(33%) who agreed.5. Conclusions and RecommendationsThe study has concluded that generational differencesaffected work place diversity management in LNNP.However, employees had confidence in management ofgenerational differences at LNNP and the management didnot play favoritism in promotions and delegations. LNNPalso rewards all workers according to their performanceand contribution. Finally, LNNP embraces culturaldiversity. It is also concluded that gender was consideredin promotions and selections at LNNP. However, LNNPrecognizes all gender and all top positions are equallydistributed between the two genders in LNNP. Work-lifeVolume 3 Issue 12, December 2014Paper ID: SUB14338www.ijsr.netLicensed Under Creative Commons Attribution CC BY2284
International Journal of Science and Research (IJSR)ISSN (Online): 2319-7064Impact Factor (2012): 3.358balance (especially to women) was also embraced inLNNP. However, most routine work was done by women.The study also concludes that professional qualificationcan help to improve and benefit from leadership skills inall generations. This is because LNNP had opportunitiesfor career growth and there were clearly established careerpath. The study also concludes that the educational leveland skills of employees were well utilized in their workand promotions were based on education level.Employees’ work experience was also recognized andappreciated and they could be promoted if they did a goodwork. It is also evident that employees were valued atLNNP and given enough recognition for work well done.The study shows that there is still considerable confusionover what diversity actually consists of in LNNP. Toeffectively manage diversity, it is necessary for LNNP tounderstand the difference between functional and socialdiversity, and to treat these forms of diversity differ
similarities among generations. For instance, the generations share similar concerns about change, reasons for staying in an organization, values and preferred mode of communication (Deal, 2007). Similarly, workers from all generations want the freedom to set their own hours, in
Drugs Affecting Autonomic Nervous System, 2. Drugs Affecting Central Nervous System, 3. Drugs Affecting Cardiovascular System, 4. Drugs Affecting Haemostasis and Thrombosis, 5. Drugs Affecting Renal Function, 6. Drugs Affecting Endocrine System, 7. Drugs Affecting Respiratory System, 8. Drugs Affecting Gastr
6 Workplace Diversity Management - Module One Identify the benefits that a diverse workforce brings to the organization Identify the challenges of workplace diversity and their implications for people management approaches and practices Define workplace diversity management
tion diversity. Alpha diversity Dα measures the average per-particle diversity in the population, beta diversity Dβ mea-sures the inter-particle diversity, and gamma diversity Dγ measures the bulk population diversity. The bulk population diversity (Dγ) is the product of diversity on the per-particle
diversity of the other strata. Beta (β) Diversity: β diversity is the inter community diversity expressing the rate of species turnover per unit change in habitat. Gamma (γ) Diversity : Gamma diversity is the overall diversity at landscape level includes both α and β diversities. The relationship is as follows: γ
AFMC Diversity, Equity, Inclusion and Accessibility (DEIA) Training 2 2 Diversity in BusinessDiversity in Business 3 Minutes 3 The Importance of Diversity The Importance of Diversity3 Minutes 4 The Power of Diversity 4 Minutes The Power of Diversity 5 The Threat of Diversity 2 Minutes The Threat of Diversity 6 Diverse Teams Deliver Results 1 Minute Diverse Teams Deliver Results
for diversity in the workplace? The responsibility for dealing with diversity issues belongs to every employee in the company. However, your HR department has official duties regarding diversity and can provide advice or guidance if you have questions. Diversity is just about race and gender, right? Race and
alpha, beta, and gamma diversity. Alpha (α) diversity is local diversity, the diversity of a forest stand, a grassland, or a stream. At the other extreme is gamma (γ) diversity, the total regional diversity of a large area that contains several communities, such as the eastern deciduous forests
Alpha, gamma and beta diversity are theoretical constructs that describe the hierarchical, multiscale nature of diversity. Phyto-chemical alpha diversity is the average diversity at the scale of a single sampling unit (i.e. ‘local’ diversity). Gamma diversity is
