The Realist Conflict Theory

Diversity, in its broadest definition, and as afforded by Barak (2008), refers to the specific categorization of certain human differences. According to Shore, Chung-Herrera, Dean, Ehrhart, Jung, Randel, & Singh (2009), these differences are what make up the dimensions of diversity such as race, age, gender, disability, ethnicity, and sexual orientation. There is no question as to the fact that there is an influx of diverse populations into the worlds labor market (Groschl, 2012). While the causes of the diversification of the global workforce may be divergent from region to region, the resulting challenges and outcomes are, nonetheless, similar. One major problem arising from a diverse workforce, as Barak (2008) provides, is exclusion. The ability to manage these challenges within the global context and in the 21st century, presents an enormous task with regard to organizational management, culture and structures. The purpose of this paper is to explain the challenges presented by employee diversity by analyzing several theories that explain certain individual and group behaviors, so as to determine how best managers can manage these challenges. Problem Statement The current problem facing organizational management, according to Janssens & Steyaert (2003), is the need to create conditions whereby every employee feels included both formally and informally, as an integral member of the organization. The ramifications arising from employee diversity are severe and far-reaching, encompassing matters of leadership, motivation, productivity, and organizational culture. Therefore, the need to understand how employee diversity impacts on an organization is central to the holistic cohesion of the workforce, which ultimately determines whether or not an organization achieves its vision. The Social Identity Theory According to Barak (2008), the social identity theory is cognitive in nature, and originated in Europe, but was popularized in Northern America. Basically, this concept lays the premise that individual identity is proportionally related to and liked to social structures. In essence, as Haggar and Chatzisarantis (2005) continue to assert, under the social identity theory, individuals often tend to vacate their own personal identity in favor of the adoption of a group’s attitude, beliefs, and expectations. Therefore, as Barak (2008) continues to afford, individuals classify themselves into social categories of meaning to them. A key aspect of the social identity theory is the premise establishing the twofold identity of an individual. According to Barak (2008), an individual possesses two distinct identity components: a personal component, characterized by personal intellect and traits; and a social components, a derivative of salient commonalities visible in the groups of which the person is a member. How the Social Identity Theory Explains Workforce Diversity Challenges The biggest impact arising from employee diversity as see through the microscope afforded by the social identity theory is increased intergroup discrimination. Intergroup discrimination arises from the foundational basis of the individual’s perception of his or her group, in comparison to others. Barak (2008) provides that this phenomenon is proliferated by social comparison and social categorization. As it pertains to social comparison, …show more content…
In this theory, Sherif explores how intergroup conflict as a result for competition for resources, impacts on workforce diversity. The principle conceptualization of this theory assumes that people are likely to be in conflict either individually or within the context of a group, when in competition for limited resources. Unlike other psychological and cognitive theories that explain individual and organizational behavior, the realist conflict theory does to rely on the structure representation of an individual or a group, to formulate the occurrence of conflict. What it presumes, is that the nature of human beings is competitively founded, and, given the availability of lack of resources, such competition is what gives rise to conflict. As Barak (2008) provides, people tend to act in their own self-interest; essentially, to maximize their own rewards to the detriment of …show more content…
Competition can also explain the ever present human behavior of selfishness, which further explains why we act in our own self-interests. A key factor that presents itself at this juncture is the question; whether or not competition is in the best interest of the organization? It would occur that every organization tries its best to foster competition, which has been known to be directly linked to productivity. However, the type of competition afforded by this theory is hardly born out of positive motivation; rather it emanates from the need by a group or individual employee to stay ahead of the rest which may significantly impact of the overall success of the