Part-A

Beauty Inc. one of the beauty brand which is decked up by the stock of makeup range, cosmetics and the fragrances for both men and women. But with the time being certain issues were diagnosed within a multicultural organisation in which different ages, nationalities, gender, different level of education are working. Certain changes were noticed in behaviour rise in absenteeism, employee turnover and most importantly the reduction in employees’ satisfaction survey.

The difference, which we felt out while diagnosing the organisation were due to the generational value difference. In this, they find out the four different type of generation working together.  Generally, generation shares value and viewpoint of the sphere and as new age group comes along those values and perspectives Modify. This highlights that every peer group stares at the world inversely. Thus, these values in turn shape of organisation as well as the workforce (Cogin, 2012).

There are four generation at work one is traditionalists. They are also termed as silent generation in this, traditionalist experienced tough period when they were newer but began to see some wealth towards the end period. Another one is the baby boomers. This is that generation which were born during the period of improved birth rates following the birth wars. In this the individuals helps in shaping the country. Another generation was generation X. In this generation individuals has faced many tumultuous time and developed as Latchkey kids. Lastly, Millennial, this generation is also called Y generation and experienced an explosion of technology but other than this they also experienced certain issues which affected the world like terrorist attacks, and AIDs issues (American Management Association, 2018).

• The first problem highlights that the employees are having cultural value difference in which they display thelow “can do attitude” in which they do not stress over the performance and encourage reward, innovation and excellence. They do not value training and development.
• Another problem of not working regularly highlights the“short- term orientation” of “Hofsted Cultural difference” in which members they do not think themselves for future (Hofstede, and Minkov, 2010). They believe in present, they value instant satisfaction. They love in the moment and are not concerned with past or future anxieties (Cennamo, & Gardner, 2018).
• In racial intolerance, organisation highlights the “visible cultural differences”in, which people goes on more language, colour, dress, social etiquette and tradition. Similarly, in the given organisation, the racial intolerance was faced among staff members and due to all this conflicts arises.     
• In this multicultural organisation problem, issues and the changed behaviour arises due the “generational value difference”in which the new generation which is also known as Y generation and another one the X generation complained about the traditionalist generation that they are not risk taker, they are very civil minded for them values are considered as duty, tradition and loyalty. Whereas X and Y generation in comparative are more flexible, adaptive, outcome oriented, multi-tasker and risk taker (Jauhari, and Singh, 2013).
• Lastly, rewards, and bonuses on team basis engender some harmony because of the “low or high assertiveness”. Societies view assertiveness as socially unacceptable with high assertiveness people become demanding and challenge targets and performances is rewarded are stressed out over relationships. Whereas, low assertiveness culture in the workplace majorly emphasis on seniority and experience (Cennamo, & Gardner, 2018).  

 Therefore, Beauty Inc. Organisation, members of organisation are more in cultural as well as generational value differences. These differences create hassle in the working environment and hence, affect the overall profitable returns and the output of the company.

Diversity of workplace talks about the business owners with their rules and policies that appeal to their workers, customers and dealers. Diversity in the workstation brings with it a mass of possible assistances as well as probable struggles for the corporate proprietors to manage (Talent Intelligence, 2014). Not only this, today’s concept of workplace diversity also considers personality, age, style, education, background and gender (Saxena, 2014).

There are many advantages of having a diverse workforce likewise, workers with the different experience and understandings, which will bring together the diversity of perceptions and thoughts. Thereby arousing substitute solutions and methods that help the organisation in heighten productivity and helps in delivering better results (Brookins, 2018). Other than this, employees’ stands to experience more of individual growth in an environment because they are more widely open to the different culture, thoughts and philosophies. Moreover, it also helps in making company attractive as workplace opens up with the new ideas and styles this is all due to the adventurous open-minded employees of the Y generation (MacDonald, 2018).   

Generational value difference model

If we pinpoint the Holland culture, it highlights that family structure tends to be small, in gender aspect relatively few of the women work outside the house as compared to the other culture. Their organisations are on the hierarchical basis, the boss is the final decision maker and their everyone is valued and shown respect (Saxena, 2014).

Diversity and decision-making: Sunder Pichai states that diversity comes in different forms. He also highlights that the presence of someone from the outside the group and lead to the better decision than in the groups where everyone knew each other (MacDonald, 2018).

Examining own biasedness: diverse workforce helps in making readymade prejudices about the people of different ages, gender identities and so on. Through this they inclusion training program which helps employees in identifying and acknowledge their own biases. Through this, they start to make better and fairer decisions.

Spotting and promoting talents: Soichiro Honda, well-renounced businesspersons who is good at hiring people states that the main benefit if hiring people from the diverse workforce is to increase the chances of finding the best candidates. Over that, one can also start enjoying many other business benefits of the workforce diversity (Clarke Ngabi, 2018).

Inclusion and dealing with difference: Sheryl Sandberg states that being different is bit challenging. Diversity includes different people with the different perspective, experiences, opinions and perhaps also the different working styles or expectations.

Diversity fosters innovation: Diverse workforce in organisation have shown more dynamic, more creative and more innovative than groups consisting of co-workers with the alike demographics. This diverse workforce not only within an organisation but also within departments and teams also boost companies’ productivity (Clarke Ngabi, 2018).  

Open global opportunities along with this improve organization’s culture: In this, millennial are considered as the most diverse working generations. When an organisation accepts diverse, attracts increased talents creates the happier, most productive workplace. This not only opens up the global opportunities for the work persons bit along with this it entirely improves organization’s culture. This improves retention, increase the chances of hiring potentials and the improve morale (MacDonald, 2018).

Communication issues: Effective communication is a driving force for success. However, the diverse workforce has a direct impact over the productivity because of the ineffective communication. To communicate with someone who understand his or her culture is bit difficult in workplace diversity is a major problem (Okoro, and Washington, 2012). 

Increased cost of training: Apart from the usual training, organisation with the diverse workforce has to invest in seminars, programs and lectures to promote diversity. This is done to teach the diverse workforce about the thoughts, ideas and personalities of others in the workplace. Hence, this all continues in spending on training.

Issues and their reasons using generational value and cultural attribute model

Increased competition: In this, employees from the diverse workforce sometimes do not accept the new culture, they likely to contend to each other rather working collaboratively like a team. This division generates negative impact on business because progress become slower and hence affects the overall profits (Jonsen, Tatli, Özbilgin and Bell, 2013).

Breeds disrespect: In this when workforce did not accept the other culture tends to show dis respect and indifference. This leads to the unnecessary tension and this affects the entire workforce.

Lack of freedom of speech: In this, employees from the diverse workforce are sensitive towards other culture, beliefs and values. Therefore, disadvantage is not only the ineffective communication but also the lack of freedom to speech (Jonsen, Tatli, Özbilgin and Bell, 2013). 

Marriot International: Marriot International is considered as the world’s best international workstations by great place to work. They have extended their assurance by creating an inclusive guest experience to their workers around the world. They are widely recognised as benchmark for the diversity and inclusion (Sourouklis, and Tsagdis, 2013).

Coca-Cola: Coca-Cola diversity is seen additionally strong than just rules and performances. They provide variety education programmes including diversity training, a diversity speaker series etc. They were also championed by “Coca-Cola millennial voices” the group of young employees who marked sure that there is a healthy employee retention in millennial consumers and staff members.

Case study of HP: As HP tried to adjust emerging paradigm of variety organization and create cultural collaboration in the workplace but still it has room for development. HP is doing a technical business. Hence, they need to develop cross cultural preparation and workspaces to develop their variety abilities. Therefore, the company diversity trainers and HR managers recommend some plans to implement a diverse method to create business culture in order to assist and foster all types of employees. Through this, it helps in developing leadership traits, recognising individuals’ differences, giving feedbacks and helps in encouraging cross-cultural awareness.  

References

American Management Association.(2018) leading four generation at work. [Online] Available from: https://www.amanet.org/training/articles/leading-the-four-generations-at-work.aspx [Accessed 30/12/2018]

Brookins, M. (2018) Define diversity in the workplace [Online] Available from: https://smallbusiness.chron.com/define-diversity-workplace-4926.html [Accessed 30/12/2018]

Cennamo, L., & Gardner, D.(2018) Generational differences in work values, outcomes and person organisation values fit [Online] Available from: https://www.emeraldinsight.com/doi/abs/10.1108/02683940810904385?journalCode=jmp [Accessed 30/12/2018]

Clarke Ngabi, R. (2018) Forms of diversity at workplace [Online] Available from: https://smallbusiness.chron.com/forms-diversity-workplace-23105.html [Accessed 30/12/2018]

Cogin, J., (2012) Are generational differences in work values fact or fiction? Multi-country evidence and implications. The International Journal of Human Resource Management, 23(11), pp.2268-2294.

Hofstede, G. and Minkov, M., (2010) Long-versus short-term orientation: new perspectives. Asia Pacific business review, 16(4), pp.493-504.

Jauhari, H. and Singh, S., (2013) Perceived diversity climate and employees’ organizational loyalty. Equality, Diversity and Inclusion: An International Journal, 32(3), pp.262-276.

Jonsen, K., Tatli, A., Özbilgin, M.F. and Bell, M.P., (2013) the tragedy of the uncommons: Reframing workforce diversity. Human Relations, 66(2), pp.271-294.

MacDonald, L. (2018) Advantages and disadvantages of the diverse workforce in an organisation. [Online] Available from: https://smallbusiness.chron.com/advantages-disadvantages-diverse-workforce-organization-20467.html [Accessed 30/12/2018]

Okoro, E.A. and Washington, M.C., (2012) Workforce diversity and organizational communication: Analysis of human capital performance and productivity. Journal of Diversity Management, 7(1), p.57.

Saxena, A., (2014) Workforce diversity: A key to improve productivity. Procedia Economics and Finance, 11(1), pp.76-85.

Sourouklis, C. and Tsagdis, D., (2013) Workforce diversity and hotel performance: A systematic review and synthesis of the international empirical evidence. International Journal of Hospitality Management, 34(1), pp.394-403.

Talent Intelligence.(2014) Inclusion and the benefits of diversity in the workplace.[Online] Available from: https://www.talentintelligence.com/blog/bid/377611/inclusion-and-the-benefits-of-diversity-in-the-workplace [Accessed 30/12/2018