Assessment item 2 HR Business Report Value: 50% Due Date: 26-Apr-2019 Return Date: 20-May-2019 Length: 3000 words+/-10%. Submission method options: Alternative submission method Cera website...

Running Head: ASSESSMENT ITEM 2— HR BUSINESS REPORT    1
ASSESSMENT ITEM 2— HR BUSINESS REPORT     13
SUBJECT CODE: ______________________
TITLE: HUMAN RESOURCE MANAGEMENT
ASSESSMENT NUMBER: ASSESSMENT ITEM 2
TITLE: HR BUSINESS REPORT
NAME: ______________________
STUDENT ID: ______________________
WORD COUNT:
Executive Summary
The current report tries to explore the impact of diversity and its proper management over business organisations and have chosen CERA, an Australian civil engineering consultancy in Sydney to be its case study. The report starts with the introduction to the topic, followed by an elaborate business rationale on diversity at workplace and its types. In the following section the debates ranging around the diversity and its types has also been discussed. Considering the diversity management at CERA has been done in the following section and finally a critical justification as to which diversity type must CERA adapt, to its CEO Mark French. Based on the entire discussion a conclusion is drawn, which highlights the findings if the report.
Table of Contents
Introduction    4
Business Rationale for Diversity Management    4
Debates surrounding Diversity Management    6
Justification for CERA Adopting Diversity Management    8
Critically Analysing Suggestion of Diversity Management Made to Mark French    10
Conclusion    11
References    12
Introduction
    Considering three major aspects of business- social goodwill, organisational loyalty of employees and inflow of creative ideas, business organisations tries to develop respective workplaces, where instead of biased preferences for a specific group, gender, culture and religion, multiples groups, cultures, genders and religions are prioritised on equal terms, offering the development of a work culture that celebrates diversity, yet contributing in collective performance. The development of diversity at workplace and its management is a complicated task.
On one hand, excess diversity can disrupt organisational harmony and coordination among the taskforces, distributed in different departments, while proper diversity management generates respect for individuals, lower employee turnover, employee dedication, and in flow of creative ideas. In the current report, the diversity management and its impact on the organisational performance has been centred as the topic of discussion, while placing CERA, (Civil Engineering and Research Associates) as the chosen organisation to focus.
Business Rationale for Diversity Management
    Diversity at the workplace and its management are done on multiple aspects, such as diversity based on – gender, culture, race, age, and cognitive diversity, each of which contribute to workplace culture refinement and have their rationale of consideration. Firstly, gender diversity at the workplace increases social goodwill of the company and makes its employees organically associated. As mentioned by Gutierrez-Gutierrez, Barrales-Molina and Kaynak (2018), human resource management executives offer equal pay and unbiased career opportunities for both men and women, which promotes gender based diversity. In addition, it is also observed that gender diversity gives the scope of approaching in two distinct directions from two different gender perspectives, which contributes in innovation and creative ideas. However, as argued by Abaker, Al-Titi and Al-Nasr (2019), it has to be noted that gender equality prove to be effective in cases of intellectual labour, as in case of manual labours, male staffs offer better physical stamina than the female employees.
    Secondly, cultural diversity at the workplace proves its significance from the fact that it increases workplace productivity, creativity, profitability and reduces employee turnover, creates positive attitude in the employees and improves skills of the employees. As stated by Velten and Lashley (2018), as the employees from different cultural background are recruited by business organisations, a positive attitude for the company is generated among the customers as well as potential human resources in the local markets, which ensures the inflow of human resource and hence, consistent performance. In order to attain cultural diversity, organisational managements celebrate cultural festivals at workplace; act sensibly to respect culture and individuals in context of their cultural background. As opined by Harrison, Harrison and Shaffer (2019), as the employees are respected; they become attached to the company naturally and they perform better, offering higher profiting potentials. The deep attachment of the employees due to the cultural diversity at the workplace leads to better creative idea development. Cultural diversity, gives employees, from different cultural backgrounds, a comfortable workplace, reducing employee turnover, resulting consistent business performance and skill development among the staffs, which helps in attaining higher profit and performance.
    Similar to that of the cultural diversity, the racial diversity also helps in the development of organisational goodwill among the stakeholders of the company, including both- internal as well as external. The racial diversity at the workplace, as suggested by Roberson (2019), improves employee workplace satisfaction and all employees, despite coming from different racial backgrounds, tend to work collectively, generating very limited issues of coordination or race-based issues among staffs. As different racial background comes in the form of a coalition at business organisations, the scope of creativity improves and by mixing the different racial traits new products and services are developed, which in return offers higher productivity and revenue earning.
Racial diversity, as identified by Marques (2019), eliminated the issues of racial biases from taskforces, as employees from different racial backgrounds are given same facilities, career opportunities and payments by their management, which empowers the mindset of group performance instead of individual performance. As taskforces start working in groups, greater flexibility is attained and market fluctuations are managed better. The attainment of diversity in age groups of the employees at business organisations leads to long-term impacts on the organisational performance and profitability.
As noticed by Groutsis, O’Leary and Russell (2018), in an attempt to attain age diversity among the task force, human resource management teams employee new and young staffs for faster production on lower payment scales, earning high profits, while o the other hand retain experience employees for their knowledge of the organisational culture, belief in mission and vision statement of the organisation and the ability to monitor, train and guide newer taskforce for faster skill development. The different set of skills at disposal, as opined by de Aquino and Robertson (2018), namely quantitative skill of the younger inexperienced staffs and qualitative skills of the aged and experienced staffs offer greater flexibility of the organisational productivity, which turns out to be profiting for the business.
The age diversity, as mentioned by Ibidunni et al. (2018), is a part of business organisations’ Corporate Social Responsibility, as it the retention of the elderly employees, might not offer great agility at the workplace, higher stamina, but it ensures the flow of cash in the community from which the elderly staffs belong, making the staffs being satisfied with their careers in the company, passively encouraging other candidates to seek career in the sector, ensuring supply of future...