Cultural and Leadership Diversity at Workplace

In today’s workplace, cultural and leadership diversity will continue to be on a rise along with organization offering incentive programs. Research have shown the cause effects of incentive programs and cultural diversity in efficiency as well as communication difficulties. In this paper, the literature reviewed will delineates the problems and propose a few solutions. However, some research still recommends further studies in cultural and leadership diversity, especially in the developmental training stage because of constant changes that occur within the workforce.

Cultural diversity remains a constant problem within the workplace due to the increasingly various cultural and ethnic groups. In an article, Fine (1996), seem to think that in the workforce within the United States, cultural diversity rose, which is in this time a critical test. Even though, research that is done shown common summaries on this aspect. There still some missing research studies on certain businesses on diversity. The author believes cultural diversity and multicultural debates is a chance to prove to the nation the value from this study.

As a result, different researchers became interested in learning more on cultural diversity, which led them to do their own testing. In the second research article, Sweeny and Zhu (2010), also found out the impact of culture communication. Their research begins with watching a group of native and non-native speakers’ interaction during a business negotiation process. Through this process Sweeney and Zhu findings concluded that native speakers use different types of devices to assist them with their communication, while the non-native did not use anything.

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Consequently, the native speakers were tested to adapt like the non-native groups, which create a not so good result. Therefore, this study shows that the native group knowledge to intercultural communication was a problem making them incompetent to assist the non-native groups.

The third article, Reed (2009), completed an annual job satisfaction survey report over the course of a five years to show how employees the ranked their compensation and benefits packages from their job. The result from the report revealed a low percentage towards the packages the company was offering. Thus, employee outcome toward the total rewards program are missed due to not taking advantage of the different opportunities that could bring job satisfaction. However, the organization saw that a change must occur shifting the focus from the package that is already in existence. Reed continues to state that after the realization the company will implement a different rewards system. This move will empower the organization and employees, which will increase business productivity and members fulfillment.

Organizational values and goals are important, and the writer did an analysis on two separate companies to see how they line up their package programs with their values and goals. The fourth article did an investigation of officers’ transformational leadership conduct with couple of others assessment in related to the outcomes of these behaviors within the three levels of the U. S Army. Kane & Tremble (00), says transformational leadership likely to dispute the outcomes of transactional leadership results covering organizational levels.

A detailed selection of methods proposed to handle the challenges of cultural and leadership as well as rewards programs in the workplace and how to conquer these effects. For instance, the third article use of studying the two different companies such as AFLAC an insurance company while L. L. Bean is a retail store. AFLAC center their focus on building employee’s communication, job satisfaction and retention along with total reward programs. However, L. L. Bean uses total rewards program as a focus tools to boost their activity process. These concepts may not work in every companies, but it can be a stepping-stone in forming an alternate approach. Reed from the third article, continue to say that both plans are very in-depth with a specific outcome in mind. Especially, gearing towards incentives, employees having a positive working atmosphere along with training, communication improvement, and the developing of their workers.

Kane & Tremble from the fourth article theories suggested that the enhancement of effects of followers’ job motivation and affective commitment came from transformational behavior, while followers of transactional behavior were related to calculate loyalty. The outcome show that transformational leadership can increase motivation within the levels of leadership. The authors say that the attributed of outcomes effects should be measured independently of the leaders. The article continues to say that leaders in different level require future research, which may be produce a fruitful result.

The increase in cultural and leadership diversity along with incentive programs will continue to grow within the workplace. Organizations are figuring out ways on how to deal with these aspects removing any hindrances in order to meet their goals and visions. The literatures reviewed in this report reflects the need to sort out the challenges in the workplace caused by cultural and leadership diversity. In addition, to address the problems by creating effective training and incentive programs.