UNIVERSITY OF GUYANA

LECTURER: Ms S. Roberts & R. A. Bentick

MNG 3203: BUSINESS, SOCIETY & ETHICS
SHORT NOTES (TOPIC 5: DIVERSITY IN THE WORKPLACE 1. Examine Techniques
for managing cultural, gender, differently able and age diversity in the workplace
2. Strategies for work-life balance)

Diversity Defined

When we hear the word diversity our first though may be of culture, gender or religion.
However today diversity in the workplace goes deeper to include not only culture, gender
and religion, but age, education and sexual orientation blended together to create the
right mix. As companies set about finding the right talent that best suits the job it may
result in a diverse mix of people from various cultures and background being employed
by one company. Hence diversity means understanding that each individual is

Diversity includes everyone; it is not something that is defined by race or gender. It

extends to age, personal and corporate background, education, function and personality.
It includes life-style, sexual preference, geographic origin, tenure with the organizations.
. . and management or non-management.

Visible diversity refers to characteristics that are observable or readily detectable

attributes such as race, gender, or physical disability. Simply put, these are the
characteristics you would notice of people walking down the hall, even if you knew nothing
else about them.

Invisible diversity refers to underlying attributes such as religion, education, and tenure
with the organization. To be aware of a person’s invisible diversity, you would need
additional information from other sources.

the definition of workforce diversity—in the global context—utilized in this book

(Managing Diversity towards a Global Inclusive Workplace) is as follows:
Why is diversity important?

The concept of diversity encompasses acceptance and respect. It means understanding

that each individual is unique, and recognizing our individual differences. These can be
along the dimensions of race, ethnicity, gender, sexual orientation, socio-economic
status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. It is
the exploration of these differences in a safe, positive, and nurturing environment. It is
about understanding each other and moving beyond simple tolerance to embracing and
celebrating the rich dimensions of diversity contained within each individual.

Diversity is a reality created by individuals and groups from a broad spectrum of

demographic and philosophical differences. It is extremely important to support and
protect diversity because by valuing individuals and groups free from prejudice and by
fostering a climate where equity and mutual respect are intrinsic, we will create a success-
oriented, cooperative, and caring community that draws intellectual strength and
produces innovative solutions from the synergy of its people. means more than just
acknowledging and/or tolerating difference. Diversity is a set of conscious practices that
involve:

 Understanding and appreciating interdependence of humanity, cultures, and the

natural environment.
 Practicing mutual respect for qualities and experiences that are different from our
own.
 Understanding that diversity includes not only ways of being but also ways of
knowing;
  Recognizing that personal, cultural and institutionalized discrimination creates and
sustains privileges for some while creating and sustaining disadvantages for
others;
 Building alliances across differences so that we can work together to eradicate all
forms of discrimination.

Diversity includes, therefore, knowing how to relate to those qualities and conditions that
are different from our own and outside the groups to which we belong, yet are present in
other individuals and groups. These include but are not limited to age, ethnicity, class,
gender, physical abilities/qualities, race, sexual orientation, as well as religious status,
gender expression, educational background, geographical location, income, marital
status, parental status, and work experiences.

Finally, we acknowledge that categories of difference are not always fixed but also can
be fluid, we respect individual rights to self-identification, and we recognize that no one
culture is intrinsically superior to another.

Dimensions of Diversity in the work place

Work place diversity reflects the ways in which people in the work place differs
based on the following:

1. Primary characteristics – are those observable characteristics such as age,

gender, ethnicity, physical disability
2. Secondary characteristics – are those that are unobservable, which includes
value systems, beliefs, attitude, sexual orientation, mental models
3. Organizational related variables – Tenure and length of tenure, position in the
organization, skills and work attributes.

Dimensions of Diversity wheel

The “Dimensions of Diversity” wheel shows the complexity of the diversity filters through
which all of us process stimuli and information. That in turn leads to the assumptions
that we make (usually about the behaviors of other people), which ultimately drive our
own behaviors, which in turn have an impact on others. See below diagram for more
detail.

Sources: Diverse Teams at Work, Gardenswartz & Rowe *Internal Dimensions and External Dimensions are
adapted from Marilyn Loden and Julie Rosener, Workforce America; Business One Irwin, 1991
http://www.colormagazineusa.com/index.php?option=com_content&view=article&id=219:th

Four Layer Model Approach

1. Personality: This includes an individual's likes and dislikes, values, and beliefs.
Personality is shaped early in life and is both influenced by, and influences, the other
three layers throughout one's lifetime and career choices. (invisible diversity)
2. Internal dimensions: These include aspects of diversity over which we have no control
(though "physical ability" can change over time due to choices we make to be active or
not, or in cases of illness or accidents). This dimension is the layer in which many divisions
between and among people exist and which forms the core of many diversity efforts.
These dimensions include the first things we see in other people, such as race or gender
and on which we make many assumptions and base judgments (visible diversity).

3. External dimensions: These include aspects of our lives which we have some control
over, which might change over time, and which usually form the basis for decisions on
careers and work styles. This layer often determines, in part, with whom we develop
friendships and what we do for work. This layer also tells us much about whom we like to
be with.

4. Organizational dimensions: This layer concerns the aspects of culture found in a work
setting. While much attention of diversity efforts is focused on the internal dimensions,
issues of preferential treatment and opportunities for development or promotion are
impacted by the aspects of this layer. The usefulness of this model is that it includes the
dimensions that shape and impact both the individual and the organization itself. While
the "Internal Dimensions" receive primary attention in successful diversity initiatives, the
elements of the "External" and "Organizational" dimensions often determine the way
people are treated, who "fits" or not in a department, who gets the opportunity for
development or promotions, and who gets recognized

Diversity creates difficulty in the workplace

The many differences, thought patterns and beliefs can create difficulty in the work
place if not properly managed. Everyone has biases which is manifested in many
different ways and in certain situations.

Stereotyping:

 An exaggerated belief, image or distorted truth about a person or a group.

 A generalization that allows for little or no individual differences or social variation
 Stereo types are created by images seen in the media, stories passed down from
parents and grandparents, peers and other members of society.
 Stereotypes can be both positive or negative
  Examples -

Prejudice – an opinion, prejudgment or attitude about an individual or a group. Prejudices

can be both positive and negative but in most cases refer to a negative attitude.
Prejudices most often are accompanied by or reinforced by ignorance, fear or hatred.

Discrimination – Treating people unequally because of the group the belong to. This
characterized by discriminatory behaviors ranging from slights to hate crimes and usually
begins with negative stereotypes and prejudices

Scapegoating: singling out individuals or a particular group for unmerited negative

treatment or blame. This can be conduct between individuals to individuals, individual to
groups, groups to individual or group to group.

Challenges faced in the workplace

Barriers to diversity

 Communication issues. ...

 Cultural misunderstandings. ...
 Slower decision making. ...
 Inequitable inclusion. ...
 Discrimination. .

1. Communication:

When you have a diverse workforce, communication between team members can
become challenging. For many members of your team, English might not be their first
language. Language barriers could mean that team members ineffectively communicate
and have difficulties understanding one another. Failure to fully comprehend instructions
could lead to a significant drop in productivity and team synergy.

Organizations with diversity plans strive to tackle the gender and age gap. Employees
may find it challenging to understand each other if differences in demographics
encourage them to use slang or particular kinds of language. For example, female
employees may talk more politely, avoid swear words and use more tag questions than
male employees, which could lead to misunderstandings. Or younger employees may
use different terminology and slang which older generations are unfamiliar with.
Communication issues like these can crop up all the time, not just in the workplace, but
outside of it too.

Solutions:

 Agree on a common language and an appropriate workplace discourse to avoid

miscommunication.
 Although this can be difficult, try to hire as many bilingual employees as possible.
It’s also a significant competitive advantage having employees with advanced
bilingual abilities, especially if you’re an international organization. Be patient with
employees; understandably, it might take them a little while to adjust. Even if
their English is basic, they will soon learn if given the chance. Offer support and
tell your employees to do the same.
 Encourage your employees to ask for clarification if they are unsure about what
they’re being asked to do. Better to clarify matters at the outset then rectify faults
later.

2. Different opinions:

With their different backgrounds and experiences, diverse employees have different
ways of approaching the same scenario and putting forth their ideas. Employees who
do so are extremely valuable to your organization; they will keep driving innovative
ideas and identify issues. However, an excessive number of opinions can lead to failure
to reach a consensus. Particularly innovative solutions to problems may go unnoticed
amongst the plethora of other ideas. Too many opinions can compromise the
organization’s ability to stick to tight deadlines due to this reduction in productivity.

Solution:

 Elect a committee of high-performing executives who will hear every opinion and
make the final decision themselves. If a consensus cannot be reached, the
committee can evaluate all of the options and identify the best one. Once a
 majority has been established amongst the committee, then you have your
decision.

Demographic changes and diversity

- Overcoming some of the deep-set stereotypes that individual employees hold of

certain groups in society
- Employers may not consider diversity as a strategy. However, it must be seen as
critical to organizational success.
- Demographic changes in society have greatly impacted the composition of the
workforce.
- Some organizations may be committed to understanding and appreciating
diversity
- Some organizations may embrace diversity initiatives to ensure compliance with
state and local employment laws.

Cultural diversity

Sociologist Dr. Caleb Rosado, a leading expert in multiculturalism, defines cultural

diversity as “…a system of beliefs and behaviors that recognizes and respects the
presence of all diverse groups in an organization or society, acknowledges and values
their socio-cultural differences, and encourages and enables their continued contribution
within an inclusive cultural context which empowers all within the organization or society.”
 Why is cultural diversity important?

1. Fosters a more inclusive environment

2. Creates opportunities for learning and growth
3. Diverse groups bring diverse ideas

Benefits of Cultural Diversity

 Compassion: Communication and understanding of differences leads to increased

compassion instead of judgment.

 Innovation: Varied perspectives and lens of looking at the world lend to innovative
thinking.

 Productivity: People who come together and bring their own style of working together
tend to support a more productive team.

 New Opportunities: The diversity opens the door to new opportunities and the
blending of ideas which would otherwise have been homogeneous.

 Problem-Solving: Challenges are layered, so having people with different backgrounds

can lead to better problem-solving with richness of opinions.

How to support cultural diversity

 Interact with people outside of your culture

 Be open-minded to listen and let go of judgment

 If you see anyone who is being culturally insensitive, speak out against it

 Accept that differences are beneficial and not harmful

 Don’t force your beliefs on people with opposing views

 Advocate to hire people or work with people who are not within your same culture

 Travel the world as much as you can to take part in cultures and understand them from
the source

 Read literature and learn from different cultures

 Absorb media and art from around the world

Age Diversity

The acceptance of employees at different ages in the organization. Similar to generational

diversity. As individual live and remain longer in the workplace is becoming more
prevalent and therefore different generations needs to work together.

Hiring practices can discriminate against a person on the basis of age as older mature
persons may find it difficult to gain employment. Some organizations may seek to attract
younger persons. There are jobs that naturally a younger person is best fitted to do.

Positive aspects of older workers

1. As productive or more productive than younger workers

2. Organizational loyalty
3. Possesses broader industry knowledge and professional networks

Negative aspect of older workers

1. A perceived resistance to change by older workers

2. Increased health care cost
3. Limiting advancement opportunities for younger workers
4. Higher wages and salary cost

Why is age diversity important?

1. It improves performance – helps with decision making

2. Can reduce employee turnover – older employees tend to be more stable
3. Drives innovation – variety of experience is present
4. Offers a variety of skillset – each generation brings its own skillsets. Younger
employees may be more tech savvy. Older employees may have strong
interpersonal skills.
5. Provides traditional business skills
6. Offers a mentorship platform

Gender Equality.

The activities undertaken ensures that men and women have the same opportunity to
enjoy the same status, to earn and an equal opportunity to for realizing their rights and
potential.
Gender inequality

- Discrimination based on the gender of the person. Male, female, transgender,

bisexual, homosexual.
- Women of child bearing age sometimes face discrimination in the work place
- Company policy prohibits discrimination based on sexual orientation.

Employers should be more inclusive in their practices. Provide equal employment

opportunity for all.

The Differently abled

Often not included in diversity initiatives and have faced discrimination in the workplace
especially if physically or mentally challenge

The needs of employees with disability is not usually understood by supervisors

Employers can create a culture of inclusivity by hiring persons with disability and for
making access available and making employees feel safe disclosing their disability.
HOW TO MANAGE DIVERSITY IN THE WORKPLACE.

1. Learn about one’s employees, have regular workshops/ retreats.

2. Listen to staff when the share unpleasant experiences and complaints.

3. Assess the negative impact of any form of discrimination on employees and quickly work

on solutions.

4. Continuous Training and education about diversity and inclusion.

LEGISLATION TO DEAL WITH DISCRIMINATION/ WORKPLACE.

In order to protect the labour force from any form of discrimination, Government

has enacted several pieces of legislation. There are also organizations which are

tasked with enforcing these legislation and to ensure compliance.

1. The Constitution of Guyana. A Constitution is the supreme law of any country. By this

is meant that the Constitution provides the main governing law in broad terms and all other

domestic or national laws must be consistent with it. It provides checks and balances on the

exercise of authority by those who govern the country and serves as the main safeguard of our

principal and important rights and entitlements as citizens from each other and from our

government. Any law that is made by Parliament which is not consistent with the Constitution, is

not valid. That in relation to discrimination Article 149 States “149 (1) Subject

to the provisions of this article – (a) no law shall make any provision that is discriminatory either

of itself or in its effect: and (b) no person shall be treated in a discriminatory manner by any

person acting by virtue of any written law or in the performance of the functions of any public

office or any public authority. (2) In this article the expression “discriminatory” means affording

different treatment to different persons attributable wholly or mainly to their respective

descriptions by race, place of origin, political opinions, colour or creed whereby persons of one
 such description are subjected to disabilities or restrictions to which persons of another such

description are not made subject or are accorded privileges or advantages which are not

afforded to persons of another such description. Any exceptions to the principle must be

reasonable and fair in the particular circumstances.

2. The Prevention of Discrimination Act 99:01 : “AN ACT to provide for the

elimination or discrimination in employment, training, recruitment and membership or

professional bodies and the promotion of equal remuneration to men end women in employment

who perform work of equal value, and for matters connected therewith”

PART 11 Prohibited grounds of discrimination. 4. (1) For the purposes or this

Act, a person discriminates against another person if the first mentioned person makes, on any

or the grounds mentioned in subsection (2), any distinction, exclusion or preference the intent or

effect of which is to nullity or impair equality of opportunity or treatment in any employment or

occupation.

4. (2) The grounds referred to in subsection (1) are-

(a) race, sex, religion, colour, ethnic origin, indigenous population, national extraction, social

origin, economic status, political opinion, disability, family responsibilities, pregnancy, marital

status or age except for purposes of retirement and restrictions on work and employment or

minors;

(b) any characteristic which appertains generally or is generally imputed to persons of a particular

race, sex, religion, colour, ethnic origin, indigenous population, national extraction, social origin,

political opinion, disability, family responsibility, pregnant state, marital status, or age except for

the purpose of retirement and restriction on work and employment of minors.

4. (3) Any act or omission or any practice or policy that directly or indirectly results in

discrimination against a person on the grounds referred to in subsection (2), is an act of

 discrimination regardless of whether the person responsible for the act or omission or the practice

or policy intended to discriminate.

PART III PROTECTION AGAINST DISCRIMINATION IN EMPLOYMENT Unlawful discrimination in

employment

Section 5. (1) It shall be unlawful for any person who is an employer or any person acting or

purporting to act on behalf of a person who is an employer, in relation to recruitment, selection

or employment or any other person for purposes of training, apprenticeship or employment, to

discriminate against that other person on the grounds listed in section 4 (2)- (a) in the

advertisement of the job; (b) in the arrangements made for the purpose of determining who

should be offered that employment; (c) in determining who should be offered employment; (d)

in the terms or conditions on which employment is offered; (e) the creation, classification or

abolition of jobs.

5. (2) It shall be unlawful for an employer to discriminate against an employee on the grounds

listed in section 4. (2)- (a) in terms or conditions of employment afforded to that employee by

the employer; (b) in conditions of work or occupational safety and health measures; (c) in the

provision of facilities related to or connected with employment; (d) by denying access, or

limiting access to opportunities for advancement, promotion, transfer or training, or to any

other benefits, facilities or services associated with employment; (e) by retrenching or

dismissing the employee; (f) by subjecting the employee to any other disadvantage.

PART 1V Equal remuneration. SECTION 9. (1) Every employer end every person

acting on behalf of such employer shall be obligated to pay equal remuneration to men and

women performing work of equal value for such employer.

9. (2) In this section — (a) “equal remuneration” means rates of remuneration that have been

established without differentiation based on the grounds of sex; (b) “work of equal value”
 means work equal in value in terms of the demands it makes in relation to such matters as skill

levels, duties, physical end mental effort, responsibility and conditions of work; 9. (3) The

burden of proof to establish that equal remuneration has been paid shall rest on the employer

PART X..of the Act speaks to penalties which is a fine of not exceeding

twenty thousand dollars. Section 26 (a) (b) makes provisions for other

remedies(damages, reinstatement etc)

3. The Equal Rights Act NO. 19 of 1990 (Cap 38:01): Equal rights and opportunities for

women and men. SECTION 2. (1) Women and men have equal rights and the same legal status

in all spheres of political, economic and social life. 2. (2) All forms of discrimination against

women or men on the basis of their sex or marital status are illegal. 2. (3) Women and men shall

be paid equal remuneration for the same work or work of the same nature. 2. (4) No person

shall be ineligible for, or discriminated against in respect of, any employment, appointment or

promotion in, or to, any office or position on the ground only of sex. 2. (5) No person shall, on

the ground only of sex, be denied - (a) access to academic, vocational and professional training;

or (b) equal opportunities in social, political or cultural activity.

4. Labour Law Act Chapter 98:01: Provides for the establishment of the Department of

Labour, for the regulation of the relationship between employers and employees,

appointment of the Chief Labour Officer and staff, the statutory responsibility of the Chief

Labour Officer and the Permanent Secretary. The Act also provides for the conciliation in

industrial disputes, defines the powers of the Minister to intervene in trade disputes, and

to establish advisory committees, procedures for the regulation of wages and hours of

work, rights and obligations of employees, and the status and enforceability of collective

agreements
 5. LABOUR DEPARTMENT

6. SASOD (Has been advocating for sexual orientation to be added as part of

the laws of Guyana as a ground for non-discrimination)

7. BUREAU OF GENDER AFFAIRS (Ministry of Social Protection)

8. GUYANA HUMAN RIGHTS ASSOCIATION

2. Work life Balance

A good work-life balance means you have harmony between the different aspects of your life.

The benefits gained from each area are able to support and strengthen the others. Many people

are learning to blend their work and personal lives successfully (work-life integration).

Poor work life balance

Certain aspects of work can have a negative impact on mental health. Job stress, isolating
working conditions, few rewards for effort, job insecurity and a lack of control in the job
can increase the risk of mental health challenges.

Stress is a natural human response to challenging or dangerous situations. A small

amount of stress, such as working to a deadline, can actually be helpful and lead to
increased alertness, energy and productivity. However this is not sustainable in the long
term.

Poor work life balance can result in burnout is a state of emotional and physical
exhaustion that can occur after a long period of excessive or stressful work.

The 3 key features of burnout are:

 emotional exhaustion
 a feeling of detachment from work or becoming cynical
 reduced efficiency or lacking a sense of achievement

STRATEGIES FOR WORKLIFE BALACE

1. Know your value

2. Set boundaries at work.

3. Enjoy what you do

 4. Consider your wages and compensation

5. Nurture healthy relationships at work.

6. Focus on your heath/mental and physical.

7. Have me times/down times.

8. Practice time management.

9. Micromanage

10. Don’t take work home.

11. Develop values.

12. Make healthy work life balance a priority

Benefits of having work life balance

1. Fewer health issues

2. Higher productivity

3. Fewer burn out

4. More mindfulness – the ability to maintain your awareness and focus on what you are

doing at the moment

What can organizations do to support work life balance

1. Offer flexable working hours or remote working

2. Encourage manager to focus on productivity rather than hours

3. Encourage breaks

4. Regularly review work load

5. Lead by example – ensure managers and seniors enjoy health worklife balance as well

6. Encourage volunteerism

7. Reconsider time off

8. Increase support for parents

 9. Acknowledge every employee is different

10. Support a work health club.

Reference

Sheryl Sandberg. (2019, December 16). Challenges of Diversity in the Work Place.
Retrieved from

https://www.fraserdove.com/challenges-of-diversity-in-the-workplace/

https://www.healthdirect.gov.au/work-life-balance

https://www.uopeople.edu/blog/what-is-cultural-diversity/

https://askearn.org/page/disability-
etiquette#:~:text=Disability%20etiquette%20means%20respectful%20ways,learn%
20and%20refresh%20their%20knowledge.

https://www.uopeople.edu/blog/what-is-cultural-diversity/

Queensborough Community College. (n.d.). Definition of Diversity. Retrieved from

https://www.qcc.cuny.edu/diversity/definition.html

https://vantageaging.org/blog/age-diverse-workplace-important/

https://www.ilo.org/dyn/travail/docs/588/Prevention%20of%20Discrimination%20Act%20
1997.pdf

http://www.ilo.org/dyn/natlex/natlex4.detail?p_lang=en&p_isn=51603&p_country=GUY&
p_count=202&p_classification=05.01&p_classcount=1

https://www.ilo.org/dyn/travail/docs/587/Equal%20Rights%20Act%201990.pdf

https://www.ilo.org/dyn/travail/docs/598/Labour%20Act.pdf

https://en.unesco.org/creativity/policy-monitoring-platform/bureau-gender-
affairs#:~:text=The%20three%20main%20functions%20of,and%20Project%20Planning
%20and%20Monitoring.