At its core, the Gender Issue remains a persistent challenge in many workplaces worldwide. According to the World Economic Forum's Global Gender Gap Report 2020, gender parity is still a distant goal, with the global gender gap estimated to take over a century to close at the current rate of progress. Moreover, research has shown that even though women make up nearly half of the global workforce, they remain significantly underrepresented in senior management and executive roles in various industries, including technology, finance, and healthcare, and career progression, resulting in them receiving the glass ceiling phenomenon. Furthermore, despite legislative measures and increased awareness, the gender pay gap continues to undermine efforts toward gender parity in the workplace. Globally, women earn significantly less than men for performing comparable work. This disparity persists across industries and occupations, reflecting deep-rooted biases and structural inequalities within organizational systems.

Globally, the issue of equality between men and women is now well known with campaigns to have equal opportunities, pay equity, and penetrative workplaces being taken seriously (Cox & Blake). Many organizations, notably Amazon and American Airlines, have adopted pay equity audits and implemented policies and programs to address gender disparities, such as mentorship programs, flexible work arrangements, and unconscious bias training. Notwithstanding the latter, other companies have prioritized diversity in leadership, gender-neutral recruitment strategies, and policies for a family work balance, aimed at achieving gender-balanced representation at all levels.

An example illustrating the gender issue in the workplace is in the tech industry, more specifically, Samsung, a company established in 1938. In 2021, the technological company reported 36.3% women participation in its workforce, a decrease of 1 percentage point over 2020. This illustration shows that despite efforts to promote diversity, women are still underrepresented, underpaid, and often discriminated against in the tech industry

Race Issue

The race issue in the workplace refers to the challenges and complexities associated with ensuring equitable treatment and opportunities for individuals of different racial backgrounds. Race continues to be a significant diversity management issue, with racial discrimination and inequality prevalent in many workplaces. People of color often encounter barriers to career advancement, unequal treatment in hiring and promotion processes, and racial bias in day-to-day interactions. Microaggressions and systemic racism further marginalize individuals from minority racial groups (Fassinger, 2008).

Similarly to gender diversity, worldwide campaigns and programs have currently been developed to tackle racial differences and problems in the workplace. In recent years, global spurred by social movements like Black Lives Matter (BLM), have forced organizations to follow anti-racism policies, conduct diversity audits, and create ERGs (Employee Resource Groups) that would provide support, networking opportunities, and a platform for voicing concerns (Cox & Blake, 1991). Moreover, we have also seen steps by organizations to implement diversity hiring initiatives to attract and retain talent from diverse racial backgrounds by forming partnerships with minority-serving institutions and implementing blind recruitment processes. Finally, there has been a growing emphasis on providing cultural competency training to employees and leadership to foster understanding, respect, and inclusivity across racial lines.

One notable example of a company addressing the race issue is Starbucks. In 2018, Starbucks faced public backlash after an incident involving the wrongful arrest of two black men at one of its stores. In response, the company implemented racial bias training for all employees and vowed to improve diversity and inclusion efforts within the organization.

The impact of globalization on diversity management

The globe has seen significant change as a result of globalization, which has connected people, cultures, and economies like never before. Diversity management, which includes the assimilation and balancing of many cultural, ethnic, and social identities inside companies and communities, is a crucial component of this interconnection (Bell,2011). Globalization has affected diversity management in both positive and bad ways, but it has also opened new possibilities for creative solutions to problems that come up.

On the positive side, globalization facilitates cultural interaction, enabling the exchange of ideas, beliefs, and customs across diverse societies. This intercultural interchange enriches the global cultural milieu and nurtures tolerance and appreciation for diversity. Moreover, the surge in international commerce and investment creates economic opportunities that extend to various communities, potentially reducing economic disparities and empowering underrepresented groups. The globalization-driven accessibility to a broad spectrum of international talent enriches workplaces, fostering innovation, creativity, and problem-solving skills through the acceptance of diversity.

However, alongside these positive facets, globalization unfurls negative impacts that necessitate a careful reevaluation of our approaches. Cultural homogenization, fueled by the dominance of Western cultural norms, poses a threat to the richness of cultural diversity and identity. Economic inequality is exacerbated as globalization concentrates wealth and opportunities in specific regions or among particular demographics, leading to the marginalization and exclusion of others. Furthermore, increased cultural interaction can give rise to conflicts and tensions stemming from clashing cultural norms and values. Labor exploitation, particularly prevalent in developing nations where poor working conditions and restricted rights persist, is a dark shadow linked to globalization (Bellony et al., 2010).

Addressing these challenges demands proactive and comprehensive solutions to enhance diversity management in a globalized world. Cultural sensitivity training programs within organizations play a crucial role in promoting awareness and respect for cultural differences among employees (Bell, 2011). To foster diversity, employers need to actively implement inclusive hiring practices and policies that ensure fair opportunities for all, thereby promoting diversity hiring and retention (Betchoo, 2015). Cross-cultural communication initiatives can bridge gaps and promote understanding, fostering cooperation within organizations. Corporate Social Responsibility (CSR) emerges as a powerful tool, as companies uphold ethical standards and promote social responsibility by ensuring fair labor practices and environmental sustainability throughout their global supply chains. Government regulations, wielding authority, can enact rules that safeguard employee rights, fostering inclusion and diversity in the workplace (Burke & Ng, 2006).

The psychological viewpoint on workplace diversity

Diversity in the workplace has evolved from being a mere buzzword to a crucial aspect of organizational success. The social identity theory states that people characterize themselves and people beyond the visible markers of diversity such as race, gender, and ethnicity. Therefore, necessitating a deeper understanding from a psychological perspective in order to harness its full potential.

From a psychological point of view, diversity and inclusion matter in the workplace and are very deeply connected with the social and psychological structures of stereotypes and biases. Stereotype threat, which usually arises from cognitive shortcuts that individuals use to amplify the complexity of the world, implicit bias and microaggressions that may rob an individual of his or her confidence, performance, and connection with others resulting in inequity and the reproduction of exclusion (Roberson, 2019). One prominent example is the case of Google, where a diversity memo from an employee sparked controversy. The memo claimed that biological differences between men and women accounted for the underrepresentation of women in tech roles. This incident revealed the psychological challenges associated with diversity, including cognitive biases, stereotype threat, and the impact of organizational culture.

Nevertheless, to address these issues, organizations can provide education and training on diversity, promote psychological safety, and implement bias-mitigation strategies to ensure fairness and equity in the workplace.

Requirement:

1. Executive Summary

• Should speak to the purpose of the assessment and provide an overview of all areas to be addressed in the paper
• Specifics as discussed in each section of the paper not just a regurgitation of the requirements