Using the Five Values to Expand Performance and Workforce Inter-Personnel Diversity

Using the Five Values to Expand Performance and Workforce Inter-Personnel Diversity

DOI: 10.4018/978-1-4666-0240-3.ch013
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Abstract

Individuals possess unique characteristics that contribute to their location, use, maintenance, modification, and time value. The exponential capability that exists within these values and the diversity that each individual possesses brings extensive opportunities for organizations. However, organizations must be able to recognize and leverage each person’s contribution for added success. The objectives of this chapter are to explore how the five values can be used to expand performance and workforce inter-personnel diversity.
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Introduction

Historically, all individuals in the workplace have not been considered to be as valuable as others. That may still be the case today, but regardless of the depth of their value, the value that they possess is worth something to the organization and the organization has the potential to benefit from the value. Organizational leaders are encouraged not to “choose diverse employees over others, but that they acknowledge and understand all employees and use that knowledge to enhance and improve organizational performance” (Hughes & Stephens, forthcoming).

The heart to thrive through the nourishment it receives (Lawler, 2003) and if organizations believe that people are the heart of the organization’s existence, employees must be nourished as well (Hughes & Stephens, forthcoming). Determining the most suitable strategy to nourish or develop employees that is appropriate and beneficial for both the organization and the individuals who work within the organization has been a constant and consistent source of concern as evidenced by the presence of human resource management and human resource development departments within most organizations.

Many methods of development have been tried and there is still vast room for improvement. The advancement of technology, the explosion of the information-powered workplaces, and the speed of change has forced individuals and organizations to seek ways to change and adapt quickly. No one individual worker is the same and this acknowledgement of the differences necessitates finding a “fit” between organizational and individual goals ((Becker, Huselid, & Beatty, 2009; Baird & Meshoulam, 1988; Delery, 1998; Wright & McMahan, 1992; Vroom, 1973). If one adheres to Boudreaux’s (2001) suggestion that career development focuses “on the alignment of individual subjective career aspects and the more objective career aspects of the organizations in order to achieve the best fit between individual and organizational needs as well as personal characteristics and career roles” (p. 806) one would find ways to understand the personal characteristics of workers. The five values should align with the personal characteristics of the employees.

The location value should align with the personal characteristics that the employer assesses prior to hiring the individual. The use value should have been expressed in the cover letter, resume, and interview responses provided by the individual. The maintenance value should be expressed in the potential of the employee to meet the needs of the organization as expressed by the job analysis and subsequent job description and the alignment with the employee KSAs. The organization must see potential for employee growth during the hiring process. The modification value is acknowledged through the drive and ambition that the employee expressed with regards to their goals and aspiration for wanting the offered job and experience working for the organization. The time value should be seen through the quality of work produced, presence at work, and the amount of work done when presented with work to do. The individual benefits through understanding what it takes to convey the five values through their performance and personal characteristics and the organization also profits by rewarding and showing the dedicated employees that they appreciate their work efforts. These employees include many diverse individuals who have not been previously considered mainstream (Avery, 2011).

The objectives of this chapter are to explore how the five values can be used to expand performance and workforce inter-personnel diversity. Organizations must resolve constraints related to workplace diversity to remain competitive. They must: 1) determine how the diversity of employee’s career development opportunities can enhance organizational success; 2) explore ways the five values relate to employee characteristics and explain the inter-personnel diversity amongst employees who are perceived to be the same; and 3) determine ways that organization leaders can leverage their understanding of the five values to meet workforce diversity goals without discriminating against employees.

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