Multicultural Workplace: A Case Study

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U.S. Population Racial Demographic Changes
Title VII of the Civil Rights Act of 1964 was signed into law on July 2, 1964 by President Lyndon B. Johnson. The law demands that companies with as few as 15 employees, working 20 or more hours per week, engage in hiring practices that do not discriminate against applicants based on race, color, country of origin, religious beliefs, or gender. As such, the law is applicable to the discharge of current employees and to current employees seeking a transfer or promotion within the organization for a posting which he/she meets the requirements of the job and is enforced by the office of the Equal Employment Opportunity Commission (EEOC). Moreover, number nine of the top ten reasons why good employees
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labor force. Statistics reflecting participation in the labor force in 2012 by Hispanics was 66.4%, 63.9% for Asians, and 61.5% for African Americans, while Europeans made up 64% (Racial and Ethnic, 2013). From a purely racial factor, those workers who identify as biracial comprised 65.3% of the workforce in 2012.
Issues That Create Racial Tension in the Workplace
Particular areas that create tension in a multicultural workplace includes the assumption that all members of a particular race or ethnic group engage in groupthink or have the same needs, as well as language and communication styles. Case in point, the census reporting classification of “black” includes individuals from the sub-Saharan Africa and the Caribbean who have cultural and historically different backgrounds from African Americans, who were born and raised in the United States, but whose ancestors were brought to the United States as slaves. The same holds true for the Hispanic population which is comprised of individuals from Mexico, Puerto Rico, Cuba, South and Central America, where the languages spoken
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Ensuring that company-wide communications are distributed in the various native languages that reflects the workforce ensures that all employees feel recognized and remain aware of changes that are taking place within the organization. Management should engage in dialogue with employees or request training that provides knowledge about the values and cultures of the different races and ethnicities represented by its employee base. Norton and several of his colleagues found that by engaging employees in conversations about their differences results is a finding of commonalities and a dialogue of appreciation for the differences that each has to offer, thus enabling better working relationships (Nobel, 2013). To that end, managers should strive to create diverse project teams whenever possible to foster better peer

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