Human Resource Development: Equality, Gender and Diversity

Running head: HUMAN RESOURCE DEVELOPMENT: Equality, Gender

and Diversity

Human Resource Development: Equality, Gender and Diversity

Walter A. Van Stone

Address: 4607 Spring Creek

Arlington, TX 76017

Phone:

Email: vanstonew@netscape.net
 Human Resource Development: Equality, Gender and Diversity

Abstract

In today’s business world, organizations will face constant

changes. The changes that firms face today are due to

economical, legal, cultural, globalization, lifestyles,

demographic, the war on talent, ethical issues, equal

opportunities and equal rights, as well as a shortage of

material resources, environmental issues (companies

becoming ‘green’) and recently the collapse of the

financial system are firms major viewpoints for change.

One of the biggest challenges that firms face when it

becomes a global organization is its workforce (human

resources development) and the changes to it. Moreover,

firms are realizing that their workforce must be flexible

and mobile. In addition, they must recognize the diversity

of their potential employees, customers, and foster an

innovation, equal opportunity, and respectful working

environment. There is evidence that firms, who foster a

diverse work environment through teams, become more

innovated and productive. Therefore, it is imperative that

firms make equality, gender and diversity a part of the

organizations human resources development strategy.

To date various scholarly journal articles have addressed

workforce diversity and its importance on firm’s

productivity. These articles examined individual

 Human Resource Development: Equality, Gender and Diversity

organizational challenges and the need to implement a

policy that augments the potential of their overall

workforce. This paper will attempt to examine the means of

human resource capital programs in attracting and retaining

(methodologies) a diverse workplace.

Secondly, examine human resources role in human resources

development programs such as mentoring, career development,

and quality of work-life balance concepts. Are there

changes in production, motivation, job satisfaction after

the implementation of these concepts?

Thirdly, distinguish the risks and constraints of gender

and diversity-oriented human resources development. What

are the advantages of a gender and diversity-oriented

policies for an organization, management, and its

workforce?

Introduction.

A diverse workplace in today’s competitive environment

is paramount. Firms must be cognizant of attracting,

developing, and retaining a diverse workplace. In addition,

firms must know how to establish a diverse workplace, what

trends work and what does not work? They must development

and implement workplace programs, provide mentoring, career

development, and a work life balance. They must know what

motivates their employee’s and what contributes to

 Human Resource Development: Equality, Gender and Diversity

employees’ job satisfaction. Some organization only

recognizes workforce diversity or workplace diversity, and

unintentionally fails to recognize a diverse workplace. A

diverse workplace values respect and individuals

differences, it recognizes each employee’s contributions to

an organizations shareholder value, and creates a work

environment that heightens the employee’s potential-its

human capital; regardless of age, ethnicity, gender,

physical abilities, race, sexual orientation or educational

background- although just as important. Simply said

workforce diversity is the differences among people working

in an organization and diverse workplace is the differences

among the organization and its working people.

Human Capital Programs

According to Kulvisaechana (2006) the geneses of the

theory of human capital; introduced through a sub branch of

economics. It was through Adam Smith’s 1700’s economic

theory and the four concepts of fixed capital; machines,

buildings, improvements of land, and human capital. Today

human capital theory has developed and applied to,

corporate value creation, competitive advantage, and

organizational growth. Human capital has taken first chair

in firms that want to increase their market value. For

organizations to become competitive and increase growth

 Human Resource Development: Equality, Gender and Diversity

they are realizing that their human resources are their

greatest assets-not their fixed assets. However, according

to Kulvisaechana (2006), who cites Kingsmill, (2001) study

on human capital, “recent evidence reveals that many

organizations have not paid sufficiently close attention to

human capital development, leading to an under-utilization

of talent in the workforce.”(p.722). Moreover, the biggest

challenges are the gaps on how human capital initiatives

should be developed and implemented. Additionally, Bontis

(2009) argues and identifies that knowledge-based

organizations must invest in their human resources through

a constant means of development of its human resource, such

as knowledge sharing-know-how, corporate knowledge, and its

workforce experiences. On the other hand, Bart, Baetz and

Pancer (2009), argues that employee volunteer programs

(EVPs) are beneficial through service-learning theory. The

authors describes an EVP programs that can be used as to

help employees view the program as a learning experience-

professionally and personally. Bart et.al, suggest that

EVPs ideally will enhance human capital through Johns and

Saks (2008) “organizational learning practices” (p.130),

that firms must utilize EVPs as training programs: plan

activities and recognize employees who have knowledge and

skills in areas of change management and implementation,

 Human Resource Development: Equality, Gender and Diversity

and career development: skills developed during employment

that and applied outside the work environment.

Attracting and Retaining Human Capital

Creating a human capital program is one challenge;

attracting human capital is another challenge. Employers

are combating the war on talent by increasing employee

retention and reducing employee turnover. They are also

rethinking the war on talent. According to Somaya and

Williamson (2008), they suggest that a recent survey shows

that some companies lost 30% of it human capital and “that

companies might benefit from developing new strategies

that, instead of focusing on suppressing employee mobility,

actively seek to exploit the potential opportunities it

creates.” (p.29). Moreover, some firms have response

strategies to employees that create turnover. Like playing

any sport game, organizations are using defensive or

offensive strategies. The defensive strategies are programs

that offer employees increase remuneration, benefits, and

the latest in technology, succession plans, and training.

The offensives are programs that attack the employees, such

as legal procedures or non-competing clauses in employment

contracts. Both strategies viewed as ways to combat

employee turnover. However, firms must be proactive and

identify key employees. Firms must work smart at retaining

 Human Resource Development: Equality, Gender and Diversity

their employees. Armstrong-Stassen (2006) suggests that

employers must consider strategies that attract and

encourage retirees to return to work. However, most firms

are persuading employees to retire, not to come out of

retirement.

Creating a diverse workplace starts with recruiting

potential employees, internally, and externally. Employers

must recruit diverse individuals into its organization. In

today’s knowledge-based business environment Yigitcanlar,

Baum and Horton (2007) explore what it takes to attract and

retain knowledge workers to knowledge city. They identify

what a city or committees must possess in order to attract

and retain such employees. The authors view the growth

theory of the city (economic development) in attracting and

recruiting knowledge-based employees. Using the growth

theory the authors have identified four categories for

which knowledge-based employees seek when considering an

employers offer of employment. First, they want quality of

like/place “that includes such factors as the standard and

variety of amenitys [sic], education and community

facilities, climate, environmental quality, housing

affordability, and crime level and transportation access.”

(p. 14). Knowledge-based employees want, “Urban diversity…

ethnicity, gender, nationality, sexual orientation, is

 Human Resource Development: Equality, Gender and Diversity

important to knowledge workers.” (p.14). They also want

social equity with respect to growth theory of the

community, economic development that will reduce gaps in

unemployment, and equality deficiencies thus decreasing

crime and increasing need for under educated skilled

workers.

In addition to growth theory to attract and retain

employees Younger, Smallwood, and Ulrich (2007) suggest

that organizations are introducing the “concept of branded

talent developer…in attracting and retaining talented

employees.”(p.21) .They suggests that there are benefits to

developing a branded talent developer in an organization.

The authors view the concept of branded talent developer as

organizations that go above and beyond; those who have a

meticulous process when recruiting potential employees (the

right organizational/cultural fit) thus the success of

retention. They are firms that employ potential employees

that can be immediately productive and whom develop through

career growth therefore, meeting the needs of its workforce

requirements and becoming cost effective.

So, what makes branded talent developers different

than recruiter? They view themselves as, and cry,

“Spartacus” when aligning business strategies with

recruiting. They develop their talent from within its

 Human Resource Development: Equality, Gender and Diversity

organization, thus increasing retention and reducing

employee turnover. They know their employees abilities,

skills and work knowledge to benefit their organization.

“Branded talent developers recruit differently than other

organizations do. They recruit for people, not positions.”

(Younger, Smallwood and Ulrich, 2007, p.24). They clearly

articulate to employees a career path and how training and

education will help employees obtain their desired career

opportunities within the organization. They provide career

coaching and mentoring to employees through training,

education, and former or retired employees. However, the

challenges to branded talent developers are not simply

obtainable or maintainable. It takes time for an

organization to establish that develops and sustains

talent. As Younger et al. (2007) suggests that talent

development “is earned through ongoing effort and

continuous improvement (Ulrich, et. al., in preparation).

“It depends on a well-executed set of systems, processes,

and people working to accomplish the goal.”(p.26), thus

becoming the employer of choice (EOC).

Becoming known as branded talent developer and an EOC

begins with Younger, Smallwoods and Ulrich, (2007)

statement the organizations must have a system, process and

goals; simply said, organizations that have attraction and

 Human Resource Development: Equality, Gender and Diversity

retention strategies. Kontoghiorghes and Frangou (2009)

study concluded that organizations that are viewed as top

performers leverage “all components of the social system if

attraction and retention of talent is a design goal.”(p.35-

36). Organizations management must clearly understand the

intricate social system and not just remuneration

requirements when attracting and retaining employees.

Management must clearly recognize that employees are

looking for organizations that respect individuals’

differences, recognizes each employee’s contributions to an

organizations shareholder value, and creates a work

environment that heightens the employee’s potential. The

authors data supports the social system theory; “that at

the end of the day how people are treated is at least as

important, if not more so, than compensation.” (p.36),

therefore, respect plus recognition plus truthfulness

equals talent retention.

Diverse Workplace

As Pitts (2009) implies that most diversity management

research focus on affirmative action, and equal employment

opportunity. Organizations have focused on the legal

outcome of not having a diverse workforce. Pitts (2009),

identifies that a diverse workforce has broaden its scope

to include “understanding the relationship between employee

 Human Resource Development: Equality, Gender and Diversity

diversity, target population diversity, and outcomes for

agency clients.”(p.329). Moreover, Pitts (2009) only

examines diversity management in his study. However, he

cites Thomas (1990) clarification of diversity management,

“that managing for diversity meant managing for all

differences, whether they are based in race, ethnicity,

gender, education, or function.” (p.329). His study does

not address the diverse workplace in the context of a

workplace that values respect and individuals differences,

that recognizes each employee’s contributions to an

organizations shareholder value, or a work environment that

heightens the employee’s potential-its human capital.

Additionally, Satcher (2009) addresses the culture and

diversity with respect to research in the medical

discipline and views that a diverse organization must

obtain individuals of diverse background that will ask the

right question for research in the medical field.

Intuitively, it is understandable that a diverse workforce

in medical research or other industry for that matter will

give you the desired result of asking the right questions.

However, an argument viewsthat the medical discipline or

any other industry should not just view diversity as a

workforce issue but as a diverse workplace issue. For

example, organizational change, leadership, vision, values,

 Human Resource Development: Equality, Gender and Diversity

respect, trusts, mentoring, career development, and work

life balance are just a few examples.

Human Resource Development Programs

Human resources develop programs that will enhance the

diverse workplace through programs such as training, formal

education, and career path development all in hopes that

employees meet its organizational business goals. To

accomplish business goals organizations have developed

teams that consist of members that share knowledge in order

to reach its organizational goals. The team member must

possess or acquire the right skills and knowledge to

complete the project objectives. As team members, are

identified they must know what the project will do for

them, otherwise the team will not be effective with respect

to completing the project objectives. Some team members

want to know how this will advance their careers and can

this project help them develop professionally and

personally. Additionally, team members want to know if they

will be, respected even though there are differences and

recognized as contributors. The teams must come for

different departments, education, and career levels.

Organizations must recognize the different strengths

of individuals in teams so that they can utilize their

skills and knowledge to obtain organizational goals. Like

 Human Resource Development: Equality, Gender and Diversity

the dynamics of teams organizations must also be cognizant

of career dynamics and individual’s career development.

Smith (2005) pointed out; careers develop in an

individual’s professional career at different levels. The

author cites Schein’s (1990) study on career stages that

identified ten stages of career development. Schein’s

emphasis’s was on individual’s career stages mainly on “(4)

socialization training, (5) membership, (6) tenure and (7)

mid-career crisis… real world work experience…, talents,

skills, motives, and values” (p.17) it is with these stages

of an individual’s career and experiences that an

individual develops “a self-concept of who they are and

what is important in their career.”(p.17), and for which

Schein’s refers to as “career anchor” (p.17). Schein (1990)

coined the phrase “career anchors because…participants

liked what they were doing the participants referred to the

image of being pulled into something that favorably tied

them down.” (p.18), thus creating a potential construct of

social career exchange theory, a give and take, a balance

between what we put into developing our career and what we

get out of it even if we are forced to do so as long as it

has a favorable outcome such as job security, new acquired

skills and knowledge or tenure that would perhaps increase

loyalty, and retention.

 Human Resource Development: Equality, Gender and Diversity

Human Resource Role

The role of human resources is in a constant state of

change not only its nature, but also the awareness as to

the contributions that HR can make to organizations goals.

In the past HR viewed as only an administrative element of

an organization. Today, the ever echoing statement that

organizations human resources are their greatest asset is

often not qualified by an explanation. Strategic human

resource management attempts to provide quantifiable

evidence to support the contribution of HR practices not

only to employees, but in the concept of completive

advantages and ultimately create shareholder value. It is

with the quantifiable evidence that has pressured HR

managers to provide assurance that HR adds value and

contributes to organizations business goals and objectives.

In addition to an organizations objective goals HR

managers must create an organizational environment and

culture that promotes change, trust and employee

contentment. They must be leaders of empowerment to

encourage employees to grow, obtain personal skills and

knowledge that can benefit the entire organization; they

must be compassionate about the needs of each employee such

as career development, mentoring, and work life balance.

Simply said they must cultivate their human capital.

 Human Resource Development: Equality, Gender and Diversity

Career Development

To cultivate human capital, organizations must suggest

change and change starts with redefining corporate strategy

and culture. Olesen, White and Lemmer (2007) highlight a

case study of how Microsoft implemented a cultural change

and in the process developed a new career model. The

authors suggest that firms must focus on motivating

employees with career opportunities that align with

business objectives. “The company turned its focus toward

building a broader range of leadership talent, and

implemented a career model framework that also addressed…

culture change needed to execute the business

strategy.”(p.31). Microsoft’s career model offered

employees a clear career path. Olesen et.al (2007) models

focuses on three major components;

1. Career Stage Profiles (CSPs) define career

paths and key stages along a career path,

performance expectations for each stage, and what

it takes to get to the next stage.

2. Competencies define the behaviors that

differentiate outstanding from standard

performance and increase the likelihood of

success in a career path over time.

 Human Resource Development: Equality, Gender and Diversity

3. Experiences describe key roles and

situations that enable growth in important

competencies and serve as a tool to guide career

planning. (p.33-34)

If you are fortunate to work at Microsoft then your

career path stages through career development, become

clearly mapped out for you. However, if you are in an

organization that has limited resources and you do not have

career development support than you perhaps should

encourage your management into investing in its human

capital. According to Barnett and Bradley (2007) due to

recent economic conditions some organization are scaling

back on investing in its human capital. “The predominance

of organizations restructuring, de-layering and downsizing

has contributed to a more flexible or “boundaryless” [sic]

career environment with expectations that individuals will

self-manage their careers, rather than rely on

organisational [sic] direction.”(p.618). Regardless of the

reasons organizations must rise to the defense of the

employees career development and provide a strategies

career development plan. By doing so, organizations will

reinforce employee commitment thus increasing the

organizations ability to attract and retain employees.

Mentoring
 Human Resource Development: Equality, Gender and Diversity

In addition to formal career path development

organizations can reinforce employee commitment and loyalty

through mentoring programs. As Keller (2008), Erdem and

Ozen Aytemur (2008), Hezlett and Gibson (2007, 2005) and

others suggest that mentoring (either long-term or short-

term) is an important facet to organization socialization

and career development and is defined as “powerful, one-on-

one, hierarchical relationship”(Hezlett and Gibson, 2007,

p.386). Mentoring is viewed as a limited option in an

employee’s career development. In the past mentoring was a

supportive informal (natural occurrence) organizational

communication process that results in powerful career

advancement for an employee; mainly geared toward the male

gender. However, today firms are encouraging females to

consider mentoring as an optional career development

strategy.

Today in some organizations mentoring has become a

formal program that is an alternative career choice for

younger employees. Like career anchors mentoring can be

view as a potential construct of social career exchange

theory-a give and take-a balance between what we put into

developing our career and what we get out of it even if we

are forced to do so as long as it has a favorable outcome

 Human Resource Development: Equality, Gender and Diversity

such as job security, new acquired skills and knowledge or

tenure that would perhaps increase loyalty, and retention.

According to Keller (2008) “the definition of

mentoring has expanded to include coaching, a concept that

is focused on helping others learn job-related skills for

growth.” (p.77). thus coaching is a skill that mentors use

to reinforce learning and development with their mentees

where as mentoring is the support system for career

development. Therefore, using the coaching concept and

establishing mentoring as a formal process would allow the

mentor and mentee relationship to solidify. On the other

hand, it also gives the mentor and mentee a formal process

to resolve issues.

Whether organizations use informal or formal process

for mentoring companies must recognize that there are

consequences associated with such programs. As Erdem and

Ozen Aytemur (2008), Hezlett and Gibson (2007) point out;

mentoring is about long-term dyadic relationships and as in

any relationship mentoring has the risk factor and elements

of trust. Therefore, if mentoring programs are to become

successful then there must be trust: specifically, mutual

trust. In addition to trust there are other factors linked

to mentoring. Hezlett and Gibson (2007) explore the link

between mentoring and social capital theory. Although other

 Human Resource Development: Equality, Gender and Diversity

researchers have touched on the concepts the authors

identified key concepts in addition to trust, such as

favorable outcome, negative experiences, and information

exchange.

Work-life Programs

If career development and mentoring is not enough to

think about, what about work life balance? Today’s

workplace has changed mainly due to economic conditions and

global completion. Initially, most employees in the

workforce worked as a necessity and to survive. Over time,

the workplace, as well as, the makeup of workforce has

changed. Like in the past, employees in the workforce work

as a necessity, however, employees want to be happy and

satisfied and be able to obtain goals personally in

addition to professionally. Some firms are helping their

employees in achieving their goals through work-life

benefits.

According to Bardoel, DeCieri, and Myson (2008) Work-

life programs are not new to organizations. In the past

work-life programs; were known as quality of life

initiatives. Today, organizations work-life initiatives

were endorsed to help employers attract new talent and to

help employees be productive. Every employee must be

productive and work eight hours in the day, and then go

 Human Resource Development: Equality, Gender and Diversity

home to their second job, their families. They have a

plethora of responsibilities; sporting events to attend to,

meals to put on the table, maintenance of vehicles and

homes, and attending to health issues. Moreover, these

responsibilities are not normally limited to only after

work hours; some of these tasks, done at the work place and

during work hours. To help employees focus on their work

some companies have initiated four day work weeks, flex

time or have flexible arrangements so that employees can

tend to their personal responsibilities. However, not all

companies have the luxury to extend work-life benefits to

its employees. Companies that are labor intensive,

administrative or customer service providers face

challenges when offering employees a work-life benefit.

Measuring Work-life initiatives

As Bardoel, DeCieri and Myson (2008) point out, those

work-life initiatives are not easily obtainable with

respect to financial and non finical terms. They argue that

there is a need to help managers in obtaining measureable

evidence in work-life initiatives. They suggest that firms

adopt a “systematic way of linking outcomes to

organizational objectives” (p. 239), and clear expectations

for work-life initiatives rather than just it being a good

thing to do for your employees. If firms do not establish

 Human Resource Development: Equality, Gender and Diversity

clear objective and measurements to its work-life programs

then they will fail. The authors define work-life

initiatives “as those strategies, policies, programs and

practices initiated and maintained in the workplace to

address flexibility, quality of work and life, and family

conflict.” (p.240). However, according to Bretherton

(2008), some companies are using exit interviews to monitor

program effectiveness. However, few of the companies

systematically collect and review data on employee

participation in work/life programs and the impact of these

benefits on unscheduled absences and turnover.

There is evidence that there is a need for work-life

benefits; attracting and retaining employees as well as

helping employees focus on their work tasks. In addition,

there is also evidence that firms must recognize that

employee have additional responsibilities of family and

their needs. Firms must establish clear policies and

procedures and communicate their expectation with respect

to work-life benefits to their employees. Moreover, they

must measure work-life initiatives so that management can

see how these benefits align with the firms over all

business objectives.

Productivity
 Human Resource Development: Equality, Gender and Diversity

Over the decades there have been numerous studies on

the impact of human resource management practices on

productivity, turnover, and financial performance. In the

past organizations that focus on such strategies found

themselves as organizations that have high performance work

practices. According to Neal, West, and Patterson (2005)

organizations are boarding their views to high performance

work practices and are including organization climate and

completive strategies (fit, externally and internally) and

their human resource management practices. The authors

suggest that some firm’s current HRM practices with respect

to organizational effectiveness and productivity are better

than others mainly due to human capital fit such as their

recruiting selection process; thus the work place achieves

highly productive and motivated employees. On the other

hand the authors points out that an argument can be made

that organizations human capital theory alone does not make

the firm a high productive and motivated work place but it

is their organizational environment, strategies, and HRM

practices (resource allocation theory of motivation) that

determine productive and motivated employees; “the

effectiveness of HRM practices is contingent on the

strategy that a firms uses to gain competitive advantage in

the market.”(p.493). Moreover, the study identified that

 Human Resource Development: Equality, Gender and Diversity

HRM system that invests in human capital result in a higher

productive and motivated workplace that has an engaged

organizational environment thus a diverse workplace and

organization.

Job Satisfaction

People work of many reasons, most employees work out

of necessity, and others work because of the love of it.

Thus the need to understand the complex challenges of job

satisfaction. As organizations global competiveness

increases so has work hours of employees almost to the

extent that employee burn out. Working long hours and

overtime as been linked with decrease job and life

satisfaction. According to Ghazzawi (2008) who cites

Greenberg and Baron, (2008), Wollack et at., (1971) who

gives several definitions of job satisfaction defines job

satisfaction as “an individual’s positive or negative

attitude toward their job”(p.1). Simply said; either an

employee is happy or not happy with their job. But wait a

minute it is not that simple. Not all employees are happy

with their job and conversely not all employees are unhappy

with their job. However, generally most employees are happy

with their job. To further complicate job satisfaction

Ghazzawi (2008) notes additional studies, (Greenberg and

Baron, 2008; Weaver, 1980; Eichar et al.; Melvin, 1979) of

 Human Resource Development: Equality, Gender and Diversity

other factors that contributes to job satisfaction or

dissatisfaction such as profession, age, (older verses

younger), work environment, remuneration, benefits and

feeling of accomplishment (the later three being the most

important). However, current overall job satisfaction among

workers in America is only 47% compared to 61%, over a 20

year period. So why are employees unhappy? Perhaps

employers are not providing their employees with work

challenges or meaningful work. That is a lot of unhappy

employees and if there are unhappy employees they will walk

and at best just walk; hopefully not to a competitor or

take other employees with them.

To eliminate unhappy employees Scroggins (2008)

suggest that organization must provide meaningful work to

its employees in order to eliminate turnover. They must

engage their employees by providing the right job for the

right employee. According to Scorggins (2008) who cites

(Towers Perrin 2003) study “employee engagement rests upon

a foundation of meaningful work experiences and that

organizations’ have not been very successful in inspiring

employees and providing them with factors necessary for

meaningful and emotionally rich work

experiences.”(p.57).The author emphasizes meaningful work

because Towers Perrin (2003) study indicates that employees

 Human Resource Development: Equality, Gender and Diversity

plan on leaving their current job once the economy

improves. The author argues the human resources management

must be proactive in providing meaningful work (largely due

to its influence on perception and attitudes of work) “by

focusing on person-job fit for both current employees and

applicants during the organization’s staffing

activities.”(p.58).To supports Scorrggins’s (2008) argument

of meaningful work and job fit he cites Shamir (1991) self-

concept theory (not a formal theory). Shamir’s (1991) self-

concept implies motivation; “motivation is a common element

that underlies attendance, tardiness, work effort, and

donating personal time to work...and work motivation

resulting from fit are likely to impact job attitudes as

well.” (p.59).Therefore, if employees have meaningful work

and job-fit (career development plan) they become motivated

to come to work because work is enjoyable. Thus increase

retention and decrease turnover and cost resulting in job

satisfaction, greater productivity and retention of a

diverse work place.

Conclusion

In today’s business world, organizations will face

constant changes. The changes that firms face today are due

to economical, legal, cultural, globalization, lifestyles,

demographic, the war on talent, ethical issues, equal

 Human Resource Development: Equality, Gender and Diversity

opportunities and equal rights, as well as a shortage of

material resources, environmental issues, and recently the

collapse of the financial system are firms’ major

viewpoints for change.

One of the biggest challenges that firms face when it

becomes a global organization is its workforce (human

resources development) and the changes to it. Moreover,

firms are realizing that their workforce must be flexible

and mobile. In addition, they must recognize the diversity

of their potential employees, customers, and foster an

innovation, equal opportunity, and respectful working

environment. There is evidence that firms, who foster a

diverse work environment through teams, become more

innovated and productive. Therefore, it is imperative that

firms make equality, gender and diversity a part of the

organizations human resources development strategy.

This paper presented evidence that HR managers are not

being proactive in organizations in developing its

corporate human capital, or establishing a diverse

workplace rather than just workforce diversity. There is

also evidence through the development of this paper that

there is a potential construct of social career exchange

theory, a give and take, a balance between what we put into

developing our career and what we get out of it even if we

 Human Resource Development: Equality, Gender and Diversity

are forced to do so as long as it has a favorable outcome

such as job security, new acquired skills and knowledge or

tenure.

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research-practice gap: Developing a measurement
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May 11, 2009, from ABI/INFORM Global database.

Barnett B., Bradley, L. (2007).The impact of organizational

support for career development on career satisfaction.
 Human Resource Development: Equality, Gender and Diversity

Career Development International, 12(7), 617-636.

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