1

The Role of Managers in Educating Employees to Transform the Practice

through Diversity Management and Internal Communications, and So

Ensure the Competitiveness in the Market

[Name]

[Course]

[Affiliation]
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Contents

Chapter 1...................................................................................................................................4

1.0 Introduction........................................................................................................................4

1.1 Background of Study........................................................................................................4

1.1.1 The concept of leadership in diversity management.................................................5

1.1.2 Consultancy Industry in Dubai..................................................................................7

1.1.3 Role of Human Resource Management in Dubai Consultancy Business.................8

1.1.4 Challenges to Consulting Business in Dubai............................................................9

1.1.5 Existing research.......................................................................................................9

1. 2 Research Questions.......................................................................................................10

1.3 Objectives of the Study..................................................................................................10

1.3.1 Primary Objective of the Research.........................................................................10

1.3.2 Secondary Objectives of the Research....................................................................10

1.4 Purpose of Study............................................................................................................11

1.5 Significance of Study.....................................................................................................11

Chapte 2..................................................................................................................................12

2.0 Literature Review........................................................................................................12

2.1 The Notion of “Diversity among Managers/ Leaders”..................................................12

2.1.1 Diversity Management............................................................................................12

2.1.2 Need of Diversity Management..............................................................................13

2.1.3 Diversity as a Strategy............................................................................................14

2.1.4 Diversity Mnagement Practices..............................................................................15

2.1.5 Management of Workforce Diversity as Business Competitive Advantage...........17

2.2 Internal communication.................................................................................................18

2.3 Culture Elements In Organizational Transformation....................................................18

2.3.1 The Diversity Business Case...................................................................................19

2.3.2 Female behavior and characteristic aspects............................................................19

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2.3.3 Female Leadership..................................................................................................20

2.4 Criticism.........................................................................................................................20

2.5 Diversity mangemnet critical view...............................................................................20

Chapter 3.................................................................................................................................21

3.0 Methodology...............................................................................................................21

3.1 Nature of Study..............................................................................................................21

3.2 Type of Research............................................................................................................22

3.3 Approaches to Data Collection: Qualitative Methodology............................................22

3.4 Sources of Data Collection.............................................................................................22

3.5 Research Instrument.......................................................................................................23

3.6 Research Design.............................................................................................................23

3.7 Sampling Technique.......................................................................................................24

3.7.1 Population and Sample Size....................................................................................24

3.8 Data Analysis: Qualitative Methodology.......................................................................24

CHAPTER 4...........................................................................................................................25

4.0 Data Analysis....................................................................................................................25

Chapter 5.................................................................................................................................37

5.0 Conclusion and Discussions.......................................................................................37

5.1 Defining workforce Diversity....................................................................................38

5.2 Effective Management of Workforce Diversity in UAE...........................................39

5.2.1 Incorporation into authoritative culture.............................................................39

5.2.2 Combination into administration rehearses........................................................40

5.4 Best practice standards in workforce Diversity management...................................42

5.5 Summary....................................................................................................................43

Chapter 6.................................................................................................................................45

6.0 Limitations and Recommendations...........................................................................45

6.1 Introduction...............................................................................................................45
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6.2 Overview of the Study...................................................................................................45

6.2.1 Chapters' Overview.................................................................................................45

6.3 Guidelines for Effective Diversity Management in UAE Consultancy Organizations

47

6.4 Limitations of the Study............................................................................................47

6.5 Recommendations of the Study.................................................................................48

References...............................................................................................................................50
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Chapter 1

1.0 Introduction

1.1 Background of Study

Internal communication and diversity managemnet has turned into a need in almost all the

business environments because of the powers of globalization. There might be no other

country or region where this need is more obvious than in Arabian Gulf particularly in the

United Arab Emirates (UAE) [Ens16].

Elmaddsia1 contends that managers are the most presented to global labour mobility

because of internationalization. This is particularly obvious in the UAE where a large portion

of workforce is outside the country. In UAE, the needs of managers are changing and

progressively concentrate on the idea of looked for skills in such a environment to adopt

international standards and competitive advantage [Jam16].

In UAE, which comprises of seven unique emirates, exiles represent 90% of its populace,

including occupants from China, South Asia, Iran, Thailand, the Philippines, northern

Africa, and many other Western nations. The diversity in UAE is a consequence of having

one of the world's most noteworthy net migration rates which might be credited to a few

variables, among them changes in political and economic systems and the differential

affirmation of human rights by nations over the world [Hum06].

In UAE, many international markets have created global requirements for Multinational

companies. To manage diversity in global environmnet, international leadership plays an

inportant role. The effectiveness of international leadership has been a noteworthy problem in

human resource, management, social issues and global business literature [Hsi16].
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A company’s management is a key factor however its limit and capacity are getting

confused with advanced inclusion in technology development globalization [Eji13].

Technological expansions expand opportunities in international markets which have been

changed the way individuals communicate and work together in global market.

Managers in UAE are under increased pressure to appropriately employ and manage

people of diverse cultural and racial backgrounds. The skillful diversity management in

workforce through various means has risen as another priority for managers in UAE.

Manager should comprehend and execute the best diversity management techniques when

working with an exceedingly different workforce. Organizations in the UAE have, best case

scenario, conflicting strategies and techniques in regards to diversity in international

environment [Yuk15].

1.1.1 The concept of leadership in diversity management

According to Lowe & Kroeck, (2017),

“Leadership as the process whereby one individual influences others to willingly and

enthusiastically direct their efforts and abilities towards attaining defined group or

organisational goals.” [Low17]

Defining leadership has been at the heart of academic investigation since at least as far

back as Plato's "Republic" and has been defined through a multitude of disciplines.

As the raising demands of skilled workfare in international market, organizational

leadership is the major concern to stakeholders in international business world. Most of the

researchers have investigated that diffirent leadership’s styles have significant influences on

organizational success and performance [Jac10].

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Although therecare many leadership styles, but to adress the diversity in contemporary

business world, trasnformational leadership style has heralded as being more capable than

others. According to the researchers, transformational leadership is an ideal leadership theory

for organizational leaders to adopt as they strive to meet the demands of the changing global

environment [Cum14]. Individuals with diverse cultural norms might be shifted in

originations and desires of leadership [Ben15].

Because to a great extent of individualistic and Western leadership point of view, the

degree to which theories of western leadership applied internationally are being addressed.

Leadership practices of Japanese, for instance, is not quite the same as the West by its

business practices and cultural traditions [Eps15].

The organization is a dynamic set of answers contradictions which can only be

understood from the references linked the changes that occur within the society and the

contradictions that exist between workers, business and the social system. Thus, it is assumed

that the incentive to internal communication, which is the basis for any action within an

organization, can promote the implementation of diversity management programs.

Understand the importance of organizational diversity is to always have in mind the

culture and elements such as mission, vision, values, in addition to being aware of the process

of social and economic change. Internal communication can also be a relevant factor given

that promotes interactions by creating conditions for dialogue, is paid to company earnings

and hardworking. And yet, when it comes to work directly with the change of employee

behavior and see better business opportunities. The companies make when investing in

appreciation of diversity because demonstrates that act based on their values and universal

values related to human rights, analyzes [Hua14].

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The United Arab Emirates (UAE) are under increased pressure to appropriately employ

and manage people of diverse cultural and racial backgrounds (Walck, 1995). Thus, the

skillful management of diversity in the workplace through various means (Norman, 2010) has

emerged as a new priority in the UAE. This results in an increasing need for managers in

UAE organizations to understand and implement the best communication and diversity

strategies when working with a highly diverse workforce. As might be expected, however,

like many organizations, companies in the UAE have, at best, inconsistent policies and

methods regarding diversity and intercultural communication [Sul17].

By valuing the diversity, managers can educate and transform the employee to make an

impact on society, and so ensure the competitiveness in the market [Sve16]. As a requirement

of the current market organizations realize that work on sustainable human development is

more lenient with their business attitudes, and even reflected in corporate image because the

diversity is related to the intrinsic values of the organization [Lan10]. Finally, even if the

understanding and perception of the heterogeneity in the workplace conflict with the

complexity of the acceptance form interconnected teams for dialogue and participation, in

search of higher professional competence and market knowledge for competitive advantage.

1.1.2 Consultancy Industry in Dubai

Consultancy industry in Dubai had a turnover about Dh6.97 billion in 2016, and it is

expected to develop at 20% in 2017. Dubai is the second-biggest territorial market at $600

million after Saudi Arabia at $800 million [Sav17].

Be that as it may, consultants that are expected to offer customers more industry

specialists. "There are very few consultancies that emphasis on a particular area. This is valid

over world however the lack here is considerably more colossal. They should permit

individuals to have practical experience in a specific industry."

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Consultancy industry in Dubai has grew 34% from last few years. The industry is relied

upon to develop by 20% this year, though the industry is required to develop all the more

unobtrusively at 10% to 20% riding on resurgent government spending in Dubai. However,

these figures are larger than in Europe [Bak16].

1.1.3 Role of Human Resource Management in Dubai Consultancy Business

HRM plays an essential part in all businesses, including consulting area also. Inside a

diagram on the researches of consulting industry in Dubai, it can be seen that a large number

of reviewson consultancy industry that need to be enhanced in specialized terms as well as in

human resource management field.

The purpose behind this is that construction is a human depended industry. It grasps an

extensive variety of individuals in different aptitudes and in various educational levels

[Tee16]. Human resource management in many international companies include a variety of

HRM activities for example; recruiting and hiring, employees’ training, high performers

ensurers, and to deal with problems such as employees’ performance, employees’

compensation and benefits, personnel policies and employees’ records [Tat09]. Many of the

small consultancy organizations don't have HRM department and they complete their

business activities themselves [Lin14].

In Dubai, the consulting business has the largest demand from many of the large GCC

organizations and multinational companies all around the world. The consultancy fields are

work of operational improvement up to 38 percent, technology advancement up to 33 percent

and human resource consulting services up to 28 percent [Kul14].

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1.1.4 Challenges to Consulting Business in Dubai

One of the biggest challenge that has faced the consulting business in Dubai is the

“shortage of skills.” As per Edward Haigh, Director of Source commented:

“In Dubai, most of the people are not much capable and don’t have any right skills to for

improvement and grow business. It is a condition that exacerbated by agendas of

nationalization. These may include explicitly or implicitly, greater workforce demand by

local people. For major consulting firms, there are many associated difficulties with people

all over the Dubai, to match exact skill demand with skilled supply of people.” [Men17]

Given the idea of UAE workforce, this study intends to explore diversity management

and internal communication strategies that have evolved in the work environment of UAE

consulting companies. The managers and leaders raising both nationalistic and economic

issues about the role of diversity management in international business environment.

1.1.5 Existing research

Existing research on managers’ role in UAE consultancy business in the distinct context

of long-term, fundamental and large scale business transformation is scarce. Such scarcity

may in part stem from the reality that managers role in UAE consultancy business in general

tend to be discussed in the overall context of change – as will be discussed later on in this

paper, management consultants are by default actors of organizational or operational change.

Since change is so inherently characteristic to management consulting, deliberate focus on a

particular scope and magnitude of change – here, business transformation – may not have

been perceived interesting nor necessary by the mainstream of researchers on management

consulting.
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1. 2 Research Questions

 How managers can educate employees to transform the diversity practices, and so

ensure the competitiveness in the global market?

 Can internal communication improve levels of relationship and ensure an effective

diversity management in an organization?

1.3 Objectives of the Study

1.3.1 Primary Objective of the Research

“To review the managerial role in transformation of business practices through employee

education on managing diversity and internal communications in organizations.”

1.3.2 Secondary Objectives of the Research

 To explores the Human Resource challenges in UAE consultancy business

 To identify guidelines for effective diversity management in UAE consultancy

organisations;

 To identify international approaches, focus points and practices from literature for

effective diversity management in UAE consultancy business

 To identify the perception and attitude of employees to understand the change

managemnet in global business

 To explore current challenges faced in diversity management and internal

communication in UAE cunsultancy organisations

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 To attain the organizational competitiveness through diversity management and

effective internal communication and hence this study reviews how managers can

educate their employees on these two issues and bring up organizational

performance

1.4 Purpose of Study

The study contributes to the body knowledge in terms that it explores the Human

Resource challenges in consultancy business. The study choses diversity management and

internal communication role as growing issues in International Markets. Therefore, the

purpose of study is to review the managerial role in transformation of business practices

through employee education on managing diversity and internal communications in

organizations. The end goal is to attain the organizational competitiveness through diversity

management and effective internal communication and hence this study reviews how

managers can educate their employees on these two issues and bring up organizational

performance. The study takes the sample from Dubai Consultancy Companies using

qualitative framework.

1.5 Significance of Study

This proposal is intended to help students, researchers, entrepreneurs and the general

public, in the hope of achieving the greatest degree of reflection and awareness of the conflict

that today’s society faces: the devaluation of diversity and the absence of relationship

between two indicators concerning the implementation of a diverse administration, managers

and employees. Similarly, identify the possibility of the Organization Act as agent

transformer of employee education, and as a result, a just society, plural and through

dialogue. So, note that all stakeholders are valuable and potential for sustainable development

in this new competitive landscape.

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Chapte 2

2.0 Literature Review

It is essential to dpecit the previous literature about the subject as practices of diversity

management and the role of diversity management in workforce with a specific end goal. It is

essential for better comprehend and present the basic theoretical perspective of the study.

This part of the study includes definitions and different management theories that support the

diversity management practices in a competitive business environment. Different theories

behind diversity management among employees, for example, employees contribution and

engagement in the work, supervision and training, recruitment and development as well as

rewards and compensations based on employees' performance. this chapter of the study

additionally incorporates the association between role of managers to mange diversity and

organizational transformation aspects [Aga15]. All the theories related to the study are taken

from exhaustively authenticated journal articles, books that are reviewed comprehensively

and authorized websites.

2.1 The Notion of “Diversity among Managers/ Leaders”

2.1.1 Diversity Management

According to Allen (2016), “Diversity management” is a management practice that covers

culture, racial and ethnic origin, gender, sexual orientation, disability, different generations,

religion, age group, to guarantee equal results in relations with employees, customers,
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investors and suppliers [All16]. Management is also a culture and a system of values and

beliefs. Can be considered the means by which a society makes productive your own values

and beliefs. In addition, still become the instrument by which diversity can be made to serve

the common goals of humanity. The importance of equal treatment for all employees

regardless of your difference is pivotal and even proposed organizations that advance the

practices that promote diversity in the workplace, in first place with regard to the selection of

employees and subsequently develop and implement a policy clear, understandable and

reasonable impersonal [Ang14].

Diversity management practices have turned out to be the strategies of human resources

and many large companies are trying to help comprehensiveness through proactive endeavors

to manage the workforce diversity [Apr14]. Management of workforce diversity incorporates

employees recruitment and retention to manage work diversity to globalization, market

trends, competitive advantages and business goals [Bab14].

Management of workforce diversity has characterized as "a managerial or corporate

initiated technique. This can be proactive and depends on the operational reality to streamline

the utilization and commitment of an inexorably diverse workforce" [Ber14].

Unlike diversity management, the concept of valorization is under construction. In the

United States, the theme associated with the human rights and civil liberties. The Europeans

associate with cultural traditions and different languages. Many Latin American countries

have focused on the dignity of individuals. In Asia, many companies interpret diversity in

terms of collective responsibility [Bon10].

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2.1.2 Need of Diversity Management

Each person has his or her own differentiated personality. People seek to adjust to other

people and groups: want to be understood, accepted and participate, in order to meet your

personal interests and aspirations. People have a mind of their own, a mind of its own and a

way of thinking of its own. Each carrier's innovative solutions found to perpetuate life.

Despise each other, or ourselves, is a new possibility, a despising perspective, a solution that

anyone can find on your own [Bos12].

In the sociological vision, a man is only complete when you feel your work is not only

useful to him, but also for your family and for society. It takes something more than the man

making sense to life through work, since the construction of a fertile and healthy environment

for personal and professional development of all employees credit the man. For, the work is

the medium that allows a relationship to the world we live in. The great challenge of our

times is the modern society in transition to some kind of society where the work is seen as an

activity that offers enrichment and existential achievement; transcends the concept that

considers him a marketable commodity in professional markets [Bre12].

It can be said that a diverse work environment is a guarantee of success in the evolution

of an organization, and even with the numerous opportunities could face challenges generated

by the high degree of resistance, especially internally [Cal10]. It is crucial that, in a tolerant

and constructive, the managers win this resistance, be responsible in getting positive results

for business and emphasize the value of diversity in the workplace. The more the

organization is able to manage the diversity, the greater the potential for multiple perspectives

with the stakeholders.

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2.1.3 Diversity as a Strategy

Many organizations need to rethink their organizational structures to get in line with the

long-term strategic guidelines established by the company itself, evidence that defines

strategy as a broad and general plan designed to achieve long-term goals. Without restriction,

it gives direction to the organization [Cri12].

The purpose of the strategy is to enable the Organization to achieve the desired results in

an unpredictable environment, because the strategy allows you to be intentionally

opportunist. It is hard to imagine a business conversation that doesn't include the word

strategy that every organization operates on a business theory [DeB10]. Therefore, in the

context of this proposal, it is important to highlight the strategic vision of business on the

chance to know who the internal and external clients of the Organization are and that they

appreciate. This process is not yet fully realized and understood by some managers. This is

because few professionals understand the vision for the future of the Organization, your long-

term strategy and the result that adds social value to all stakeholders [Ber14].

2.1.4 Diversity Mnagement Practices

For consultancy business to profit by cultural diversity, managers need to apply proper

practices of diversity management [Fou13]. The most challenging task is to distinguish the

best diversity mangemnet practices. There are many observational studies done on the

practices of diversity management to see if managers have created the most ideal outcomes

[Gil14] practices of diversity management have characterized by [Ham16] as an arrangement

of formalized practices created and actualized by consultancy companies to enable them to

manage diversity more accurately.

Graneheim, 2015 illustrated that the best diversity management practices which have

implemented by different companies: [Gra151]

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 Top Leadership Commitment: the researcher clarifies that strategies related to

diversity management must be set up and imparted by top-level managers in the

companies.

 Diversity as a major aspect of a company's strategic plan: The researcher contends

that diversity practices and strategies should be created as per the strategic plan of that

company.

 Diversity connected to top level performance: The practice as contended by researcher

implies that a more inclusive and diverse workplace can earn more work efficiency

and help to enhance organizational performance as well as employees if the

performance linked with workforce diversity.

 Measurement: the researcher demonstrated that there must be an arrangement of

qualitative and quantitative measurements to be discovered the effect of different

diversity program.

 Accountability: The researcher proposed here that managers are ought to be

considered workforce diversity by compensations and performance appraisal that are

connected to the diversity initiative programs.

 Succession planning: This recommended that there ought to be a key procedure to

help to distinguish and build up an assorted pool of ability for a company's leaders.

 Recruitment: The researcher showed that companies should be hired the most suitable

and qualified candidates with diverse cultures for the employment.

 Employees' motivation and job involvement: Commitments by employees are

imperative in driving diversity in workplace and this must not be ignored.

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 Diversity Training: to wrap the things up, companies ought to advise and instruct the

management and employees about the benefits of diversity to the company and its

employees [Her16]

Miller & Mackie (2017) investigated on the consultancy managers who use differnt informal

and formal practices of diversity management. He has found that top level managers in dubai

small and medium-size consultancy comapnies are using different informal practices of

diversity management in an identity-conscious way to manage the workplace diversity among

employees. In identity-conscious informal practices, hirings are done through promotions,

refferals and news papers ads [Mil17].

It is important to consolidate the distinctive practices of diversity management among

employees due to the blend of leadership initiatives or practices. It can a competitive

advantage in view of the diverse strategies between various distinsic parts components. This

is due to the cost includes in duplicating precisely the entire program is excessively for the

competitors as proposed by [One10]. Research demonstrates that most of the consulting

companies are rehearsing diversity practices to get the competitive adnvantage in consultancy

industry in Dubai.

2.1.5 Management of Workforce Diversity as Business Competitive Advantage

A research conducted by Chartered Institute of Personnel And Development (2005) found

that organizations that do not manage well and follow the right practices concerning diversity

will incur more cost and experience poor performance. Business leaders, academics and

consultants have approved the ‘valuing diversity’ approach to diversity management and

point out that those organizations that manage well a diverse workforce stand to gain

competitive advantage [Pon17].

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Allen (2016) contended that many companies that neglect to coordinate its increased

workforce cost in a type of absenteeism, lowest job satisfaction and turnover rates which

additionally cost the association. Asset procurement has been additionally observed to be one

of the benefits of DMPs [All16].

2.2 Internal communication

The communication contributes to establish a process of gradual engagement, in that the

person understands the added value of new knowledge, new attitude, and new value. The

investments to be made will bring only benefits to the organization. The internal public is a

multiplier. According to a survey of Workforce magazine, so that employees ' choice and

trained to build a solid relationship with the managers and stakeholders, companies need to

develop your own internal relationship. Note that the levels of relationship of enterprises

usually have very interesting parallel [Ric16]. Autocratic culture companies, managed from

top to bottom, with little internal communication, tend to create strained relations and

confused. Nice environment, companies with good communication channels tend to show

better performance to the satisfaction of all parties involved in the process.

2.3 Culture Elements In Organizational Transformation

An important element in the process of implementation of culture is the Mission of the

organization. As an example of this line of research is that the mission is the manifestation of

intention of a Manager or a group of people who constitute an organization in relation to the

changes you want, and how they will be implemented. It is important to stress that the
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mission is very important to an organization because it helps the management to increase the

probability of success [Aga15].

Already the values reflect the organizational culture in clear and direct expression.

Research shows that the values vary according to several parameters: the legal nature of the

organizations, the industry, and the size, the culture of the country, the management

philosophy, age, sex, and religious affiliation. Organizationally, the diversity is prized around

the identity and mission of the company that employs the strategic values in practice.

For a company, diversity is not a theme, but a way of being and doing business, to relate

to all audiences, performing this diversity management to effectively add value to all. Even in

the study of organizational values, it's safe to say that respect for human rights leads to

inclusion of professionals with humanist views inside of organizations. And to preserve the

character of the work environment, organizational culture and communication are

indispensable to conduct relationships between managers and employees, also apply the

appropriate communication tools for the success of the purpose [Bre12].

2.3.1 The Diversity Business Case

Literature in contemporary business gives a convincing case to workplace diversity. A

significant evidences related to workforce diversity that enhance the participation of female at

senior levels that can also be improved the hierarchical ability to move the economy. A

research by Catalyst recommended that a solid relationship between female directors and the

execution of organizations in Fortune 500 in 1996 and 2000 [She14].

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2.3.2 Female behavior and characteristic aspects

At senior levels, women minorities have been appeared to affect decidedly on an

association's correspondence and basic leadership forms, expanding attention to partner

premiums and empowering careful examinations of issues [Ros16]

The pattern towards outsourcing at all levels of business undertaking is additionally

promising the reception of administration styles that encourage and bolster the organizations.

Inside this condition, characteristically female aptitudes, for example, solid correspondence

and joint effort are esteemed over generally male administration styles in competitive

conditions [Bos12]. Organizations that take advantage of female abilities are progressively

observed to have particular advantage in profoundly aggressive and tight labor market

[Tho151]

2.3.3 Female Leadership

Companies that are deliberately moving towards a more contemporary diversity approach

as a device for social change as opposed to only a consistence issue. Authority is proactive

and recognizes that a lack of senior level ladies is more tricky. Space is accommodated vital

discussions about diversity, empowering all the presumptions to be tested and new activities

to be embraced [Zul14].

The research has found no generous proof that women are unequipped for working at the

benefit/misfortune end of business. Or maybe, women who have given 'hard' business parts to

show their competency and aptitude.

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2.4 Criticism

It is contend that situation, instead of qualities, drives and impacts the diversity viability.

Recruitment have not generally guarantee that individuals' esteem genuinely line up with

association.

Arguments on diversity contend that it doesn't address the wellspring of issues looked by

women leadership. Procedures that place the onus on ladies to impact change and empower

an uninvolved reaction from companies for women [She14]

2.5 Diversity management critical view

Managers assume a basic part during the time spent in viable diversity leaderships.

Directors can impact others to help diversity through status positions. Research on social

impact backings such a connection: People are probably going to be affected and influenced

by other individuals with high status norms [Ric10]. Besides, managers can advance

leadership diversity in work environment or disassemble such endeavors.

Managers ought to be focused on bring that believe in diversity values. Basic

segments in the achievement of diversity management activities are top responsibility of

leadership for diversity support. Moreover, there are two other principle factors that why

managers support effective diversity management. In the first place, minority bunches are

regularly at a slight weakness because of how others in companies perceived these issues

[Pow16]. Additionally, a considerable extent of minorities realize that they would get better

attention if they relates to other ethnicity or race[Ros16].

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Chapter 3

3.0 Methodology

The methodology consists of analyzing the characteristics of the various methods

available, in assessing their capabilities, capabilities, limitations or distortions and to criticize

the assumptions or the implications of your use. It is considered as a way to conduct research,

an art directing the research spirit of the truth. In general terms, the research is a survey or

careful examination to find out new information or relationships, expand and verify the

existing knowledge. Already the approach on scientific research can be seen as a way to

observe, verify and explain the facts on which the man needs to broaden your understanding.
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3.1 Nature of Study

The study is exploratory study that focuses on analyzing the role of managers in

educating employees on diversity management and the effectiveness of internal

communication in transformation of organizational culture.

3.2 Type of Research

The exploratory and inferential research analysis was proposed for this work, the

importance of the descriptive analysis from the fact that we need to obtain general and profile

information about the distribution of the data samples. Information of this nature will arm us

with knowledge about the missing observation and its extent, the reliability and validity of

the questionnaire, for this work, a cross-tabulation of item by item analysis, frequency,

percentages and pie chart were the descriptive statistics deployed. Owning to the need to

generalized information about management role in diversity, inferential statistics which

includes correlation and regression analysis would be used to conclude about the populations

of clients at large

3.3 Approaches to Data Collection: Qualitative Methodology

Qualitative in-depth interviews will be conducted, which conceptualizes as an

investigative interview, open and normally conducted in person or by telephone, in which

respondents are encouraged to speak freely, and with details about the given subject. The

interview will be held with nine managers who had practical experience with the problem

researched.

It was considered essential to ascertain the theoretical reference about the concept of

diversity management, the importance of culture and elements such as mission, vision and

values of an organization, internal communication, strategy and competitive advantage.

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3.4 Sources of Data Collection

In order to deepen the knowledge in this proposal the first step a bibliographical research

that covers the whole bibliography already taken public in relation to the subject of study,

since separate publications, newsletters, newspapers, magazines, books, research

monographs, dissertations, cartographic material, even oral media: radio, magnetic tape

recordings and audiovisuals: film and television. In addition, it is necessary a documentary

research on the subject, the source of data collection is restricted to documents, written or not,

constitutes what is called primary sources.

3.5 Research Instrument

The study uses structured interview questionnaire based on objectives of the study. The

questions will concentrate on finding out the company’s view on workplace diversity, the

main challenges of managing a multicultural workforce and other relevant questions

regarding the company’s operations and company culture. The interview questions set for the

interview were phrased clearly (some technical terms is explained) in order to make it easy

for the interviewee to read and understanding, In order for the interviewee to have an ample

time to read and review the interview questions, it was sent to the company before hand.

Some measures was put in place to overcome interview bias, and also questions that are more

personal and sensitive are put on the later part of the interview questions so that the

interviewee will have much time to access the company culture and company’s activities

before giving his thought or opinion. This served as a good way to determine the reliability

and authenticity of the information. The use of semi-structured interviews in the qualitative

research enabled the author reveal and understand the ´what´ and the ´how´ but also to place

more emphasis on exploring the ´Why`.

 26

3.6 Research Design

The main objective of the research is to investigate the managers role which is effecting

diversity in workplace. The research nature is primary research based on qualitative data

analysis tools [Sau10]. The analysis of the study is based on cross-sectional data and unit of

analysis will be mangers in consulty companies in Dubai [Rod16]. The instrument which

used in the study is structured interviews [Mui05].

Review of Bibliographic

Prepration of Structured Interviews

Interviews Analysis

Sumerized the Results

3.7 Sampling Technique

The study uses “convenience sampling” under non-probability techniques. The reason of

choosing the sampling technique is that the researcher is exploring managerial role and the

data availability is constrained due to lack of financial resources and time.

3.7.1 Population and Sample Size

The study selects consultancy firms from random industries to evaluate the managerial role in

educating employees on diversity management and internal communication effectiveness.

The study will conduct 9 interviews from managers in consultancy firms in Dubai.
 27

3.8 Data Analysis: Qualitative Methodology

Qualitative in-depth interviews are directed to gather the responses of the respondents,

which conceptualizes as a detailed interviews, normally led by phone or in person meeting.

During Interviews, the interviewees are urged to talk unreservedly, and with insights about

the given subject. The interviews are held with 9 respondents who had practical involvement

with the issue investigated in this research.

Structured questionnaire is designed to check the manager role that influence the diversity

in consultancy companies in Dubai. All of the analysis was carried out in SPSS version 22.0.

To check the reliability of questionnaire, Cronbach Alpha’s value will be derived from sample

size. If the value of Cronbach Alpha is equal or higher than 0.70 then we can say that items in

the instruments are reliable and consistent. Then another test is applied that is called

normality test which speaks the level of Skewness and kurtosis in the data. In generally, the

value of skewness is in between +3 and – 3 range, on the other hand kurtosis range is +10 and

– 10.

CHAPTER 4

4.0 DATA ANALYSIS

The present paper has researched the role of managers in educating employees to

practice through diversity management and internal communication to ensure the

competitiveness of the market. The interview has been conducted with the nine senior

managers from different Consultancy Companies of Dubai. Five in-depth interviews have

been conducted by face to face meeting while four interviews have been conducted on the

telephone because of the less availability of senior managers.

 28

The Interview-I has been conducted with the senior manager of ABC firm. The

interview was already structured that has asked the questions related to the diversity

management within the firm. As diversity management is the major task that is always

managed by senior managers. While asking about the diversity management that how they

educate their employees for effective diversity management; the manager has come up with

various postulates that they use within the firm. A manager comes up with following main

points that help them in diversity management efficiently. First, manager aware all the

employees working in a frim about various strategies, processes, protection instructions, and

several necessary facts. If there is any cultural or language barrier among employees,

managers try to remove it as soon as possible. A manager uses picture symbols as a

cautionary sign to help everybody in understanding these signs.

Secondly, managers interpret staffs as characters as they do not assume employees

related to different groups. Failures and successes must be related to the individual, so in this

case, focus only on that individual who is responsible. Managers try to reply the

prejudgments of workers quickly and confidently. They also recap the fact that their policies

do not create any discrimination. They must advise their employees to judge the co-workers

on a performance basis rather than personal reasons. Moreover, managers instruct workforces

to work on various sets. During the interview, the manager has stated that the workplace

reflects the diversity of work if we assure them to work in different groups. Different

workforces get to know the importance of each group and consequently, they value one

another. The employees working in various groups cooperate with one another to make the

product even more successful.

During the interview, the questions related to the utmost need of the internal

communication has been asked from the senior manager. The manager informed that internal
 29

communication plays a vital role in the functioning of a firm in an effective manner. The staff

of that organization feels secure in communicating with team members and management.

This atmosphere enhances the results and overall productivity of that firm. The manager

stated that he uses series of actions within the firm and enhances the internal

communications. According to his perspective, internal communication may improve the

levels of relationship and may ensure effective diversity management in an organization. The

manager has established norms and knowledge as well as employees of this organization are

well known for it. Some time is required to learn these things from protocol to other types of

best practices. Therefore, manager helps the recruits to learn things as soon as possible as a

trainer.

Interview-II was conducted with the senior manager of DEF firm of Dubai. While

asking about the diversity management, the manager has come up with various strategies to

ensure the competitiveness of the market. Managers set the standard scale for all the

workforces to expect the employees to meet that standard. Managers follow the same

principles for each group of diversity so that the diversity issues may not affect the market

competitiveness. Managers may also have to know the truth behind any shortcoming instead

of excuses. They also try to deal with employees on their issues and advise them to

concentrate on the work. Managers also use encouragement as a tool to enhance the market

competitiveness by a deal with the diversity issues. Encouragement plays an important role in

the performance of any organization so set a model of inspiring variety to develop relations

with associates differ from you in your backgrounds. During the interview, the manager told

that they devise the ways to integrate varied viewpoints and talents into efforts and get the

goals that are beneficial for the firm.

 30

While conducting an interview, the manager has highlighted the importance of

internal communication in managing diversity as the employee's communication is itself an

effective strategy for diversity management. He stated that the company values are the most

important thing in any company, so manager take his time to explain these values in front of

employees. Manager communicates his message effectively whether he is initiating a training

session or just reminding the staff of their duties. When staff can understand the things

conveyed by manager, they will surprise to see the fruitful consequences of your

demonstration. Therefore, the manager of this firm uses internal communication to boost up

the organization productivity by ensuring effective diversity management.

During Interview-III that was conducted face to face with the senior employee of GHI

firms of Dubai. While asking about the diversity issues, the manager told that he has the vast

experience in the organization setting and those companies are only successful that have

diversity in their employees. Diversity plays an important role in accomplishing the desired

goal with the help of skills, experience and innovative approaches of different personnel. The

manager has shed light on one negative perspective of the diverse team. The employees who

are part of one group tries to get the credit over another group. Therefore, there may be

different in viewpoints and outlooks. Good management can resolve this issue to keep the

workers united. It is easy to know the attitude and nature of the staff if managers are similar

to their staff morally and in cultural terms instead of having a variety of religious and cultural

norms and outlooks. They can notice the things within the organization that some of their

employees do not eat something in the cafeteria. They may also know that their recruits are

habitual of being late as they belong to that culture where late is not a big deal. Managers

manage the diversity concerns through identifying the potential issues and find some ways to

get an effective solution for them.

 31

Manager explored that communication plays an important role in the progress of any

project. He has devised ways to attain a good communication atmosphere among the

employees working together as well as their managers. The senior manager recommended

that those managers who are eager to know about their employees listen to them, will surely

get find it easy to communicate regarding tasks. He stated that he concerns about the

individual work, and find it his duty and feel more connected to the employees. He focuses

on the internal communication as he thinks that employees are the main reasons behind

progress and success of a company, so it is ethically necessary to inform the employees about

company changes, development, and future strategies. It can be achieved by publishing a

monthly newsletter or update at company meetings. He also involves the employees in

discussion and encourages their suggestions. He also creates an intrigue among employees,

after which employees seem more dedicated.

The Interview-IV was conducted via telephone with the senior manager of JKL Dubai

firm. The manager has started responding the interview question with the most beautiful line

as he said their employees are their assets and they recruit them regardless of diversity

barriers. They include people from different diversity so that the different ideas can be

highlighted within the organization to enhance its productivity. The manager has given his

views during the interview that they must not be treated based on their culture, religion, and

nation. It will create an intrigue of work among all the staff rather than jealousy. We should

know our employees separately. We must know about their skills, benefits. We should try to

figure out the fact how one's skills can take part in achieving organizational goals. We should

try to devise the ways through which different employees can know one another.

The manager stated that he could deal with the competitiveness of the market through

identifying clear objectives within the workplace. During the interview, the manager stated
 32

that their organization always remain welcoming to the diverse employees. According to their

view, diverse workplace enables the employees to think how they are being treated by

managers. Therefore, set a standard for all so that diverse employees can gain their

confidence among various organizations. The manager uses such sort of practices that help

them to gain their trust that they are treating everyone honestly. Managers unveil the

company policies in written form so that they may able to understand the expectation needed

from them.

During the interview, the manager has stated he booted up the internal communication

because it is linked to the employee's relationship while working in the diverse environment.

According to him, communication may bring positive changes in managing diversity and in

turn booting up the organizational productivity. Manager provides an online platform through

which everyone can share one's knowledge according to one's thinking. It will provide a

platform for employees to share different information about the company on a regular basis.

In this way, they will stay connected and seem eager for more and more information. It is

helpful in gaining more energy about project and sharing of precious visions that are

beneficial for business growth.

Interview-V was conducted with the MNO firms of Dubai with one of the senior

manager. During asking interview questions related to the diversity concerns, the manager

reported that their organization is the place of choice where employees can apply.

Furthermore, their organization supports employee’s pool and activities that may represent

diversity. He also reported that their organization is always welcoming to the people that they

look diverse. Even though, their firm websites and the promotional literature informs the

organization about the diversity. Their basic purpose of anticipated outcome methodology is

to the creation of a brand image. This brand image elaborate that their organization favors the
 33

employees being diverse in gaining organizational goals. By using the anticipated outcome

methodology, the organization focuses on the popularity of the organization and awards for

achieving different diversity programs. This approach demands that this company is the

benchmark for people that it is the firm who is an example of diversity programs. The

manager recommended that the diversity programs can be successful only if clients,

personnel, merchants, suppliers, stockholders, and the common people think that the

company is a diversity champion, and may hold the company in high esteem.

The manager stated that this approach helps out there to get the fame of the firm as

media have used the name of the company in headlines and the company profile is even

better among other competitive organizations. The basic purpose is to spread the name of the

company all over the world so that each person can get to know the message that the

company is a diverse company which takes care of different cultures and religions living in a

society. Company’s manager has explored that marketing strategy and public relations

component helps in gaining the fame of an organization as they must take the people in

confidence. If the people have trust in it, there would be the success of the firm. The

individual stories show that company is a diverse type firm play the in the success of that

company. Therefore, managers have to make sure to find some success stories under diverse

programs. Manger stated that firm has to publicize these stories through your powerful

marketing methods. It will boost company’s brand, and company will also be successful in

launching the brand that they want.

During the interview, the manager stated that he uses many online tools to better the

employee's communication within the diverse environment. He explored that these online

tools are helpful in tracking the progress of the project. Every employee who has access to

these online tools can know what is completed and what is left to be done. These tools help in
 34

saving time, but personal communication is a necessary thing. Being a manager, he stated that

he created many opportunities for the employees so that they can express themselves openly.

Plan some short trips and parties outside the office or a firm. Such practices may help

employees looking forward to one another. It also create stronger communication and

connection among all of them.

Interview-VI has been conducted on the telephone with the manager of PQR

organization. While giving an interview, the manager has focused on the affirmative actions

to educate the employees to transform the practice and to ensure the competitiveness of the

market. Affirmative Action aimed to produce an activity that affords matching opportunity

for human beings of various circumstances and characters to be paid equally, sponsored

rightly, attain dealer and seller contracts, and to win construction projects. It includes greater

than just consideration for such matters, however instead of an affirmative and aggressive

desire to obtain variety within the managerial, provider, seller and creation corporation ranks.

Manager responded that the purpose of this technique is to have a characteristic quantity of

human beings in important positions for the duration of the organization that healthy the

numerous demographics of the network. Supplier, dealer and creation agreements should also

be provided to a various demonstrative group. According to the manager, the vital to this

method is the common EEO technique of ensuring the organization has numbers that

authorize it is positively providing possibilities for humans of diversity concerning pay,

upgrades, provider agreements, and creative projects. Achievement is executed when the

company has the proper numbers and possibilities that suggest it's for a diverse company.

The manager stated that this method had been used in their organization because this

method is simple from all other approaches to diversity. The basic purpose of this is to

identify and look for those employees, merchants and company candidates who can be viable
 35

for the company profile and then they can be developed into qualified, successful individuals.

This development will help them getting important management positions, vendor or supplier

contracts, and construction projects. The need of the hour is to look for those candidates who

have variety in their personality, and they can be found obvious form places like black

colleges or minority communities. So desired diversity mix would be the key to identifying

the recruits fro company instead of their education.

Manager clarified that internal communication improves the levels of relationship as

the workplace communication is the most important factor in any firm. Managers improve the

internal communication through meeting with employees in every few weeks is necessary. He

invites and communicates with the employees regarding tasks and projects as well as throw

light on the progress of project, task and overall organization. He explored that he always

ready to express themselves to show their work. His such practices proved very helpful in

increasing the internal communications and employees also feel comfortable in their

positions.

Interview-VII has also been conducted via telephone within the STU organization.

The structured interview has been conducted with the manager in which it has been explored

that competitiveness in the market has been ensured due to the culture of acceptance that their

firm has implemented for the recruits. Manager explored that due the culture of acceptance,

the agency has been created within their organization that is without a doubt standard and

escalates the various nature of its staff. The manager uses this method within the firm because

it acknowledges that various humans have different wants, exceptional values, specific traits,

distinct styles and unique dreams in the place of business; and it seeks attractiveness and

tolerance for those differences so one can create a healthful and effective place of business.
 36

The key to this approach is to get all people to be aware of and accept these variations

to reduce war, maximize performance, and permit all and sundry to attain his or her complete

capability via casting off diversity boundaries or struggle inside the administrative center.

The motive of this approach is to help all employees inside the agency to grow to be extra-

diversity conscious and to become conscious of their personal views, biases, and movements

concerning people of various upbringings. It also regulates their movements with the

intention to offer equal opportunity and a working way of life that meets the needs of each

worker inside the organization. It includes removing the boundaries that limit development

openings for sure humans because of various dilemmas. It additionally includes developing a

way of life that strongly condemns discrimination of any type in any shape.

While asking questions related to the internal communication, manager has stated that

he prefers to use the social internet software is an authentic candidate for it. It consists of

various tools that help in easy conversations. It also has the facility to recover the lost data

that is very valuable for the progress of a firm. It also enables the employees to share their

ideas and thoughts in a conducive atmosphere. This software has become very popular for

conversational purposes. The manager stated that such practices proved very effective for

diversity management within the organization.

Interview –VIII has been conducted via telephone with the senior manager of the

UVW organization. The manager focuses on maximizes the performance of all the employees

regardless of diversity. By giving equal attention to the employees, the manager may educate

the employees about diversity and ensures the competitiveness of the market. The manager

focuses on enhancing the performance of all the employees working in an organization. The

performance can be maximized by removing various barriers that hinder progress. These

barriers may be race, culture, gender or language skills, ethics and educational. The manager
 37

uses this way to enhance the output of an individual by keeping in mind the differences in

their personalities and how these differences can be beneficial to the diversity of

management. During the interview, it was observed that manager has full knowledge about an

individual's interest and he is well known which work is most suitable for that specific

employee. Consequently, it focuses on the fact that hundred percent performance must be

obtained from all the employees keeping in mind their specific interest and organizational

goals as well as by effective diversity management.

The manager told during the interview that he develops complex way to deal with

dealing with the business utilizing legal administration procedures. He also involves an

acknowledgment that decent variety is a typical routine with regards to great administration

wherein supervisors are accused of expanding the proficiency and viability of most of their

representatives so they can create more. Manager shows great administration frameworks that

make a productive workplace where all representatives feel good, certain, glad and included.

Being a senior manager, he expects directors to manage workers as people (instead of ethnic

gatherings, sexual orientations, and so forth.) and to execute unique improvement designs so

every representative can conquer obstructions that hinder the accomplishment of their most

elevated potential. It additionally requires working with different merchants, providers and

development organizations who as of now don't qualify as worthy assets to enable them to

raise their execution abilities so they can fit the bill for contracts with the organization.

During an interview, the manager told that many employees do not face their bosses

because of communication gap between them. They are hesitant towards explaining some

important points to their bosses and consequently suffer some loss. He shared his experience

as when he started work as a manger; he faced all these issues. After that, he has implemented

the open-door policy for their employees so that they may not feel any hesitancy in bringing
 38

anything to your attention at any time. Manager explored that when employees are

approachable to him, then he creates the friendly environment in the firm.

Interview-IX has been conducted face to face with the senior manager of the XYZ

organization. The manager stated that there are various benefits of the diversity within the

organization as it assists in organizational productivity. He explored that diversity causes

discrimination and disruptiveness within the organization at major settings. He is given his

experience that when he joined this organization ten years earlier, most of the people from the

diverse groups would like to avoid communicating those people with whom they cannot

speak due to language barriers. They feel uncomfortable and restless when they face the

people of different cultures and customs. It is a big challenge for him to get homogenous with

diverse people. He explored that being a manager, he has given realization to the people that

diversity scared of people, but familiarity unites the people. He has educated the employees

that they should not view the world through diversity. Instead, they should believe that

everyone on this planet is just like same. He used mentoring and counseling as a strategy and

tried to focus on the similar attributes instead of highlighting diversity. Sameness should be

celebrated among diverse people so that they find themselves among their people and secure.

During the interview, he recommended that diversity should celebrate our sameness, not our

differences. We must devise such ways that help us in highlighting the fact that we are all the

same instead of being diverse.

While raising questions related to the internal communication, manager explored that

sometimes it is exhausting and tiresome for most of the employees to work for long hours.

They cannot even communicate with other effectively. Manager states that after knowing

about the limited internal communication, he has added extra time for recharge or rest so that

the internal communication among the employees could be better. When employees find time
 39

to interact with one another, then it would ensure the diversity management within the

organization.

After having an interview with nine senior managers of the various firms, the facts put

into the surface that all the senior managers prefers diversity within their firms to enhance the

organizational productivity. With this, managers have given consideration to the internal

communication to improve the level of relationships among employees with the use of varied

strategies.

Chapter 5

5.0 Conclusion and discussions on Research

In Chapter 4, research findings talked about as far as the codes recognized all through

the open coding process and also the subjects distinguished in the coding procedure. This

section proposes an applied structure for understanding compelling decent variety

administration in Uae Consultancy companies. In spite of the fact that members were met for

their own perspectives on powerful assorted variety administration and not in the portrayal of

their separate companies, a significant number of their own perspectives have converted into

hierarchical practices because of their ability and impact as decent variety pioneers. The
 40

displayed system hence speaks to their perspectives for the use of assorted variety standards

in a hierarchical setting. Moreover, this section will coordinate and adjust the findings to

analysis talked about in parts 3 and 4 and ponder the results from a wide, interpretive

perspective.

Framework for understanding effective diversity management in UAE Consulting organisations

Keeping in mind the end goal to show the points of view of the diversity specialists on

powerful diversity administration in the present UAE setting, the consequences of the

examination are shown and condensed here. From these outcomes, the rules for the

administration of diversity variety will be inferred and introduced in this chapter.

5.1 Defining workforce Diversity

At the center of an association's approach towards overseeing diversity lies the

perspectives and methods of insight with respect to diversity considered by people in charge

of basic leadership in such manner. Amid the research, as abridged by examination of

 41

different meanings of workforce diversity management, the accompanying definition was

introduced by the analyst:

"Workforce diversity is the different likenesses and contrasts in gatherings of individuals

joined towards a typical authoritative objective, on an individual and subgroup level. These

distinctions and similitudes can be available in differing degrees and show in viewpoints, for

example, age, sexual orientation, race, culture, thoughts, points of view and inclinations. On

another level notwithstanding, the term diversity alludes to making an authoritative culture

of incorporation where contrasts are esteemed and acknowledged. On another level in any

case, the term decent variety alludes to making an authoritative culture of incorporation

where contrasts are esteemed and acknowledged."

From the member reactions apparently, there is no single meaning of diversity that

can be connected to all companies in all cases. In any case, regular components from

responses provoke the finding that workforce-diversity seen as the manner by which

individuals vary. Hayles and Russell (1997:16) arrange this definition as an expansive

perspective of diversity that is shared by companies that show movement in powerful decent

variety activities. In any case, this definition does not reverberate with the later reasoning that

diversity alludes to contrasts, as well as to the shifting degrees of likenesses and contrasts

amongst people and gatherings.

As likewise depicted by [Arm17], companies that view diversity management as a

procedure to accomplish portrayal of numbers won't receive the full rewards of diversity. All

interviewees resounded this conclusion. The information recommends that in spite of the fact

that most of the diversity administration inside the members' companies revolve around

overseeing business value, diversity based on the standard of encouraging a culture of

comprehensiveness, acknowledgment, and regard.

 42

5.2 Effective Management of Workforce Diversity in UAE

For the motivations behind the investigation, viable diversity administration

characterized as the administration of workforce diversity to the advantage of the association.

The adequacy of diversity administration is affected by different variables that will in this

manner explained.

5.2.1 Incorporation into authoritative culture

The information features different angles that identify with viable diversity

administration in UAE Consulting companies. Right off the bat and most conspicuously

spoke to in the reactions, encouraging an authentic culture and heart change that perceives,

makes progress toward and praises decent variety is essential to successful diversity

administration. In different diversity administration models, this is the most exceptional stage

an association comes to in diversity development and a benchmark for diversity

administration.

5.2.2 Combination into administration rehearses

Incorporating decent variety into administration hones is viewed as successful

assorted variety administration [Ben15]. Though to various degrees, all members exhibited

how administration hones are intended to empower decent variety in the association and

accordingly affirms the down to earth utilization of this announcement as delineated in

writing.

Selection and Recruitment

 43

Diversity administration likewise includes the equal chance of all people to be utilized

by the association. Successful diversity administration structures planned such that they

advance the work of people from assigned gatherings [Ber14]. The members use enlisting

rehearses as the central component of workforce change and guarantee that procedures

streamlined with the help of this. An abnormal state of administration control is practiced

over determination choices.

Training and advancement

Companies fuse different stages concentrated on creating representatives from

assigned gatherings. Goodman [Sau10] states that this procedure prompts portrayal of

representatives in high authoritative levels. The information recommends that in UAE

Consulting companies, particular projects exist to recognize and create workers from

assigned gatherings. In any case, there is additionally a drive to guarantee that people are not

unreasonably oppressed and mind is taken not to bar minorities from formative open doors.

Performance evaluation

Consistency with value benchmarks and targets firmly checked inside the members'

companies with the utilization of execution administration frameworks. Members

communicated that where no drive exists to consider partners in charge of value targets,

comes about were regularly deficient. The outcomes affirm the assessment of Shen et al.

(2009) in that observing execution identified with diversity matters is basic.

Compensation
 44

Segregation by the method for compensation dissimilarity is a test as per the members

however the information announced that companies endeavor to destroy inclination in pay

scales [Ang14]. Compensation structures are for the most part not inclined towards the

advantage of gatherings. However, the truth of rare aptitudes inside assigned gatherings must

be recognized. These outcomes in lifted expenses to utilize these people. Companies return to

additional advantages now and again. Along these lines, compelling assorted variety

administration in the UAE setting negates the suggestions from

5.3 Diversity as a contributing variable in cultivating competitive

advantage

It has been broadly perceived in research that diversity is a wellspring of competitive

advantage. Regardless of whether this starts from viewpoints, for example, enhanced critical

thinking through fluctuating points of view [Pow16], or the capacity to serve more differing

market fragments [Ros16], diversity workforce is said to build an association's ability to

contend in the market. The information from this examination and the viable reality in UAE

consulting companies negate the discoveries of the specified creators to a specific degree.

Interviewees reactions show that a diverse workforce bolsters an association's capacity to

serve a more different market and that the center estimation of diversity in UAE consulting

companies lies in this. In any case, the thought that more prominent workforce diversity

realizes expanded proficiency in critical thinking and along these lines more innovative

arrangements because of varying points of view isn't affirmed in the commonsense

circumstance. The same number of companies in UAE are different and think about

influencing diversity to work for the business, organizations that can encourage

comprehension and acknowledgment of contrasts are probably going to transcend contenders.

 45

5.4 Best practice standards in workforce Diversity management

Different angles, for example, administration and leadership, representative

association, measurement, strategic planning, responsibility, and assessment, and connecting

diversity to hierarchical objectives and goals have additionally been pointers of compelling

the practices of diversity management [Tat09].

The nine interviewees in this investigation demonstrate different techniques for

estimating diversity and emphasize the basic idea of this training to oversee decent variety

viably. Members likewise pronounced that objectives relate for the most part to change

angles. In spite of the fact that the information demonstrates that objective setting is honed,

this isn't an awesome need in many companies. Most respondents, in spite of the fact that not

all, incorporate diversity either straightforwardly or by implication in their key approach.

[Sav17] likewise recognized the prescribed procedures in the field of diversity

administration. Right off the bat, from his point of view, diversity management ought to be

drawn nearer through formal procedures delineated in methodology, standards, and laws. In

spite of the fact that respondents recognize the presence of approaches that manage diversity,

these are not the center controllers of decent variety in UAE consulting companies. It is liked

to impart the qualities fundamental diversity to the workforce with a specific end goal to spur

for a decent variety introduction rather than giving a direct guideline.

Besides, [Zul14] showed that diversity tries ought to be for the most part

decentralized as different divisions survey their necessities and build up their answers.

Notwithstanding, assorted variety is still represented by a focal element that stipulates the

prerequisites for the groups to hold fast. This depiction paints the correct photo of the

member's view concerning the administration of assorted variety. This is appeared to be

reliant on the setting of the business. In more significant companies, the duty to drive towards
 46

transformational objectives and to execute these goals once accomplished is to a great extent

decentralized, which means it is led by subdivisions or auxiliaries. In any case, the focal

administration structure holds last administrative effect on diversity matters. The entire

workforce ought to be presented to diversity preparing instead of administration just, as

indicated by best practice hypothesis [Zul14].

The consequences of this investigation show that companies don't actualize diversity

preparing activities on the off chance that it believes it has advanced sufficiently far

concerning change. Notwithstanding, where it is displayed, it is accessible to all levels in the

association. It is additionally by implication valid for consulting organizations that prepare

just chiefs. However, that presents them with the order to retrain whatever left of the

association.

5.5 Summary

In this section, the interviewees' sources of info contrasted and the achievement

factors for workforce diversity management as recognized in the above analysis. It conceded

imperative understanding into the reasonableness of measures for viable diversity

administration in UAE consultancy companies. On account of this, one might say that the

comprehension and routine with regards to important research regarding the matter. In spite

of the fact that the approach of UAE consultancy companies towards administration practices

may vary from worldwide practice because of the impact of various relevant variables, the

centre components are the same. In the accompanying section, rules for successful workforce

diversity management in UAE consultancy companies will be exhibited.

 47

Chapter 6

6.0 Limitations and Recommendations of the Study

6.1 Introduction

This section will finish up with a concise review of the investigation and additionally

the rules for the administration of diversity as got from parts 2, 3, 4 and 5. Proposals for

additionally look into and the utilization of the rules will be exhibited. Besides thought will

be given to thoroughness and restrictions of the investigation. The part will end with the

impressions of this analyst all alone encounters all through the exploration procedure.
 48

6.2 Overview of the Study

The motivation behind the investigation was to create rules for the administration of

diversity in UAE consultancy companies. The different periods of the examination were

talked about over the span of the previous sections.

6.2.1 Chapters' Overview

Chapter 1 gave a prologue to the examination. It involved a nitty-gritty dialog on

viewpoints, for example, the foundation to the analysis, inspiration for the investigation,

reason for the exploration. It likewise featured the examination destinations. The motivation

behind the examination was to create rules for the compelling administration of diversity in

UAE consultancy companies, with principle look into targets being to investigate the

dominant workforce diversity administration, difficulties to diversity administration.

Chapter 2 talked about various structures and literature for the diversity management

and like this gave the foundational exchange of workforce diversity management.

Hypothetical systems, together with best practice in research, offered a talk of the

components necessary to powerful diversity administration and the qualities of companies

that make progress in such manner. The survey of writing framed the premise of the

advancement of the meeting plan utilized for information gathering.

Chapter 3 exhibited an inside and out talk of the examination approach utilized amid

the investigation. It incorporated the discourse of the Constructivist investigate rationality and

worldview and gave a point by point inspiration to Grounded Theory and subjective

procedure as the suitable approach to accomplishing the exploration goals. Information

accumulation by a method for semi-organized, top to bottom meetings was turned out to be
 49

an appropriate strategy. Besides, the purposive examining approach outlined, and the member

size of 6 respondents persuaded.

In Chapter 4, a point by point exhibit of the information examination process

introduced. It was done with a specific end goal to comprehend and investigate the member

perspectives on the condition of diversity management in UAE consultancy companies and

additionally their viewpoint of viable assorted variety administration. All through the dialog,

the discoveries have shown on account of direct citations from 9 member interviews.

Section 5 introduced an exchange of the exploration discoveries. The last rebuilding of

information through the specific coding process was exhibited as a hypothetical system for

the comprehension of compelling diversity management. The previous chapter subjects to

rise out of the exploration are:

 Philosophy of Diversity

 Contextual factors

 Actions of Diversity

6.3 Guidelines for Effective Diversity Management in UAE Consultancy

Organizations

The reason for the investigation is to give rules to the viable administration of

diversity in UAE consultancy companies. This will along these lines be displayed.

Regulations ordered by methods for joining of the examination discoveries and achievement

factors recognized from the material writing sources. The rules like this join related

components from the findings that are likewise upheld by writing. Throughout the
 50

examination, different conditions identifying with the present situation of diversity

management in UAE consultancy organizations were investigated. Thus, a significant part of

the information that accumulated does not just allude to factors adding to viable diversity

administration yet it likewise gives a thought of different angles impacting the association's

capacity to oversee diversity adequately.

A large number of these impacting factors alluded to current difficulties that

experienced when consultancy organizations mean to actualize viable assorted variety

administration and furthermore to more large relevant components that must be

contemplated. In this manner, the rules will be examined inside the system for understanding

important diversity management in UAE consultancy companies as displayed in Chapter 3.

6.4 Limitations of the Study

As in all exploration, the outcomes may have been impacted by a few restrictions in the

examination outline. The accompanying confinements were distinguished:

 The investigation secured excessively wide a range of assorted variety related issues.

In spite of the fact that the information was satisfactorily investigated and deciphered

concerning the motivation behind the examination, the sheer volume and

extravagance of data made it hard to examine the issues in more profundity.

 In spite of the fact that nine interviewees (after immersion was accomplished) were

adequate to achieve the motivation behind the investigation, it can't be said that the

topics distinguished are primarily illustrative of the perspectives of all assorted variety

specialists. It restrains the speculation of the discoveries to all UAE consultancy

organizations.
 51

 The examination did not think about the relevant factors, for example, hierarchical

structure, sort of industry, association estimate, and so forth. These variables could

have essentially impacted the importance got from member's announcements. In this

regard, the rules for compelling diversity administration in UAE consultancy

organizations are less inclined to be implementable crosswise over settings as the

impact of relevant factors on how diversity oversaw was not plainly seen from the

outcomes.

 It is recognized a subject of this nature would have profited from more prominent

diversity of respondents concerning race and sexual orientation. Lamentably, the

example assemble contains for the most part white guys.

6.5 Recommendations of the Study

 The accompanying proposals made relating to future research and the guidelines

utilization for further research:

 A longitudinal report ought to be attempted to check the substance of the subjects and

to decide the connection between the diversity management rules and workforce

diversity management more effectively

 The exploration ought to be rehashed with a more prominent example of members to

empower the specialist, to sum up, the discoveries to more parts of UAE consultancy

Organizations.

 A near report ought to be led by UAE consultancy Organizations, multinational

companies, and global companies to fruitful benchmark systems for overseeing

diversity
 52

 The connection between workforce diversity management and intensity of UAE

consultancy Organizations ought to be examined

 Additionally grounded hypothesis research ought to be embraced to see better how

governmental policy regarding minorities in society enactment impacts on endeavours

to cultivate a culture where the workforce diversity is esteemed.

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