다양성 관리의 접근방법과 조직성과에의 시사점
The Approach to Managing Diversity and Implications for Organizational Performance
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In recent Korean labor markets, there are gloomy outlooks on a shortage of workforce due to the aging society, low fertility, and leaving the workplace of baby-boomers(1955-1963) in the near future. Another trends are increasing of people with culturally diverse back- grounds such as foreign workers, marriage immigrants, offspring of Korean fathers and mothers from China etc. in the small and medium companies(SMC.)Furthermore, if the children of rural multicultural family are entering into the labor market in 10-15 years, Korean society will become more plural country. Therefore Korean enterprises need to transform the human resource management(HRM) from managing ethnically homogeneous workforce to diverse workforce with multicultural backgrounds. Another issues like conflicts and employment discrimination between dominant groups and minority groups are also emerging. In this study, I reviewed the theoretical and empirical approaches to the managing diversity. And some implications for gaining and sustaining global competitiveness of Korean enterprises were derived as follows. First, it is necessary a steadfast and ongoing support of top management and human resource managers for managing diversity to utilize the potentials of diverse workers. It will make sure gaining the positive energy and source of organizational creativity and innovation. To put it concretely, it needs to practice integrative HRM such as equal treatment, diversity training program, evaluation on manager's diversity efforts and inclusive organizational cultures valuing differences. Second, it needs to fit the members' needs with organizational culture for satisfaction of members and organizational performance. When minority groups perceive or experience exclusion or discrimination by dominant groups, the turnover rate and class suits will be increased. Third, top management should provide proper communication channels to reflect the opinions and views of labor unions and civil movement groups before adopting managing diversity in the enterprises. It should be considered that labor unions has viewpoints on pros and cons with regard to managing diversity. Fourth, the government needs to expand more positive equal employment policy and add related legal provisions for emphasizing both gender diversity and racial diversity. Also it is necessary to lessen the quota programs for foreign workers and offspring of Korean fathers and mothers from China etc. during the economic recession. Last but not least, the government, CEOs, and HR managers need to find solutions matching the managing diversity with labor shortage in SMC or '3D' companies, unemployment of youths, atypical workers' problems and utilization of women and senior workers.
Abstract
In recent Korean labor markets, there are gloomy outlooks on a shortage of workforce due to the aging society, low fertility, and leaving the workplace of baby-boomers(1955-1963) in the near future. Another trends are increasing of people with culturally diverse back- grounds such as foreign workers, marriage immigrants, offspring of Korean fathers and mothers from China etc. in the small and medium companies(SMC.)Furthermore, if the children of rural multicultural family are entering into the labor market in 10-15 years, Korean society will become more plural country. Therefore Korean enterprises need to transform the human resource management(HRM) from managing ethnically homogeneous workforce to diverse workforce with multicultural backgrounds. Another issues like conflicts and employment discrimination between dominant groups and minority groups are also emerging. In this study, I reviewed the theoretical and empirical approaches to the managing diversity. And some implications for gaining and sustaining global competitiveness of Korean enterprises were derived as follows. First, it is necessary a steadfast and ongoing support of top management and human resource managers for managing diversity to utilize the potentials of diverse workers. It will make sure gaining the positive energy and source of organizational creativity and innovation. To put it concretely, it needs to practice integrative HRM such as equal treatment, diversity training program, evaluation on manager's diversity efforts and inclusive organizational cultures valuing differences. Second, it needs to fit the members' needs with organizational culture for satisfaction of members and organizational performance. When minority groups perceive or experience exclusion or discrimination by dominant groups, the turnover rate and class suits will be increased. Third, top management should provide proper communication channels to reflect the opinions and views of labor unions and civil movement groups before adopting managing diversity in the enterprises. It should be considered that labor unions has viewpoints on pros and cons with regard to managing diversity. Fourth, the government needs to expand more positive equal employment policy and add related legal provisions for emphasizing both gender diversity and racial diversity. Also it is necessary to lessen the quota programs for foreign workers and offspring of Korean fathers and mothers from China etc. during the economic recession. Last but not least, the government, CEOs, and HR managers need to find solutions matching the managing diversity with labor shortage in SMC or '3D' companies, unemployment of youths, atypical workers' problems and utilization of women and senior workers.
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