Diversity Programs in the U.S.
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Managers can no longer ignore the fact that the nation's workforce is becoming increasingly diverse. Affirmative action programs are no longer enough to deal with this increased diversity. Instead, organizations are taking a more far-sighted approach that includes setting up departments to assist employees in handling complaints and personal insults from customers, and to setting up workplace environments that foster harmonious and productive relationships among all workers. The issue of diversity in the public sector is important because government offices are subject to rules and regulations which private industry can sometimes avoid. The recent passage of the California Civil Rights Initiative (known officially as the CCRI and unofficially as Proposition 209), which effectively repeals affirmative action in that state, may well have a long-term impact on government workers not just in California, but throughout the nation. This research examines various diversity programs which have been implemented in the United States, the reasons behind their success, and the prospects for managing diversity in the public sector in the future based on lessons learned from private industry and in light of CCRI.The research question addressed, together with the research hypotheses tested, are presented in the following section. Relevant literature then is reviewed, and this review is followed by a presentation of the method and research findings. Lastly, the conclus
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ng an outside trainer, it may be more prudent to have internal staff members trained in diversity responsible for the training of the overall organization. This would enable the company to tailor a training program to meet its unique requirements, and would allow it to establish certain guidelines for diversity training that would enable all employees to receive the same quality of training.
Heller (1995) found that one of the most difficult challenges that companies must overcome when implementing a diversity program is making sure that it will work. Some diversity programs are simply ignored by participants after initial training, but there are also cases where there was a long-term negative effect due to the perceived backlash that members faced as a result of the training (Heller, 1995). Heller (1995) suggested that top management support is necessary to implement successful diversity training; such support can be mandated by legislation within the public sector.
The lack of empirical information available to human resource professionals faced with developing a diversity program can be a significant issue for many organization, and the focus of Galagan's (1993) work. Much of the information available is anecdotal, with t
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Approximate Word count = 7730
Approximate Pages = 31 (250 words per page)
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