International Journal of Social Science & Economic Research
Submit Paper

Title:
STRENGTH IN DIFFERENCE: DIVERSITY-MANAGEMENT IN THE INDIAN WORKPLACE

Authors:
Feroze Sarna

|| ||

Feroze Sarna

MLA 8
Sarna, Feroze. "STRENGTH IN DIFFERENCE: DIVERSITY-MANAGEMENT IN THE INDIAN WORKPLACE." Int. j. of Social Science and Economic Research, vol. 4, no. 6, June 2019, pp. 4217-4223, ijsser.org/more2019.php?id=320. Accessed June 2019.
APA
Sarna, F. (2019, June). STRENGTH IN DIFFERENCE: DIVERSITY-MANAGEMENT IN THE INDIAN WORKPLACE. Int. j. of Social Science and Economic Research, 4(6), 4217-4223. Retrieved from ijsser.org/more2019.php?id=320
Chicago
Sarna, Feroze. "STRENGTH IN DIFFERENCE: DIVERSITY-MANAGEMENT IN THE INDIAN WORKPLACE." Int. j. of Social Science and Economic Research 4, no. 6 (June 2019), 4217-4223. Accessed June, 2019. ijsser.org/more2019.php?id=320.

References

[1]. CIPD. (2006). Diversity: An overview. CIPD factsheet. Retrieved June 15, 2007, from http://www.cipd.co.uk
[2]. CIPD (2007). Diversity in business: A focus for progress. London: CIPD.
[3]. Cox, T. (1993). Cultural diversity in organizations: Theory, research and practice. San Francisco: Barrett-Koehler
[4]. Esty, Katharine, Richard Griffin, and Marcie Schorr-Hirsh (1995). Workplace diversity. A managers guide to solving problems and turning diversity into a competitive advantage. Avon, MA: Adams Media Corporation.
[5]. Foster, P. (2007, May 31). 14 dead in riots as divisions in India's caste system erupt. Daily Telegraph, p. 22.
[6]. Green, K. A., Lopez, M., Wysocki, A., & Kepner, K. (2002). Diversity in the workplace: Benefits, challenges, and the required managerial tools. University of Florida, 1(4), 1-3.
[7]. Guillaume, Y. R., Dawson, J. F., Otaye?Ebede, L., Woods, S. A., & West, M. A. (2017). Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?. Journal of Organizational Behavior, 38(2), 276-303.
[8]. Kingdon, G. (2002). The gender gap in educational attainment in India: How much can be explained? Journal of Development Studies, 39(2), 25-53
[9]. Konrad, A., Prasad, P., & Pringle, J. (Eds.). (2006). Handbook of workplace diversity. Thousand Oaks, CA: Sage.
[10]. Kundu, S. C. (2003). Workforce diversity status: A study of employees' reactions. Industrial Management & Data Systems, 103(4), 215-226.
[11]. Patel, R., & Parmentier, M. (2005). The persistence of traditional gender roles in the information technology sector: A study of female engineers in India. Information Technologies and International Development, 2(3), 29-46.
[12]. SHRM. (2007). Global HR Library: Worldwatch: India. Retrieved June 8, 2007, from http//:www.shrm .org/global/library_published/country/Global World Watch%20-%20
[13]. Soni, V. (2000). A twenty-fi rst-century reception for diversity in the public sector: A case study. Public Administration Review, 60(5), 395-408.
[14]. Sowell, T. (2002, March 11). Those who gush about "diversity" never want to put their beliefs to the test. The Enterprise, p. 22.
[15]. Venkata Ratnam, C., & Chandra, V. (1996). Source of diversity and the challenge before human resource management in India. International Journal of Manpower, 17(4/5), 76-108.

Abstract:
The paper presents a crucial discussion of Diversity Management in India, to understand the correlation between diversity and productivity or efficiency in the workplace. It hopes to firstly define diversity, and then to underline the uses of diversity management in India, with a usage of international comparisons to prescribe the potential advantages of adopting DM as a widespread Human Resources practice in businesses and corporate environments across the country. By doing so it hopes to provide HR policy prescription as well as establish the strength that companies have in inclusive work environments, hiring practices, and functioning that is cognizant of the nuances of such differences. Conversations regarding women- and LGBTQfriendly workplaces will be incorporated with those regarding mental health, religion, age, class, caste, disability and ethnicity. The paper hopes to inspire further conversations in this domain that translate to actionable business policymaking.