PSY FPX 8711 Assessment 4 Intervention Proposal

PSY FPX 8711 Assessment 4 Intervention Proposal

Student Name

Capella University

PSY FPX 8711 Principles of Industrial/Organizational Psychology

Prof. Name:

Date

Intervention Proposal Introduction

Company G is a thriving global organization based in the United States, serving customers in Europe and Asia. The company’s workforce is diverse, comprising males and females from various ethnic backgrounds, including U.S.-born Caucasians, African Americans, and Hispanics, along with a small management group from India and Asia. As the company increasingly engages in international business, it is proactive in developing strategies to foster cultural inclusiveness in its leadership styles (Jolanta, A. & Robyn, W., 2014). Recently, Company G hired 800 new employees who have immigrated from Serbia, located in the same general area as the organization. With the integration of these new employees from different cultural backgrounds, Company G aims to leverage unique training opportunities to enhance the company’s understanding of cultural diversity and strengthen the inclusion of employees from various cultural backgrounds.

Cultural Awareness

Company G recognizes that increasing workplace diversity extends beyond gender, religious beliefs, and ethnicity. Diversity encompasses individuals whose life experiences, upbringing, and other attributes differ, even if they appear similar (Brennaman, R. et al., 2020). The new employees from Serbia will bring different beliefs and values compared to U.S.-born employees. According to Hofstede Insights, Serbia scores significantly lower than the United States in individualism and indulgence, slightly lower in masculinity, and much higher in power distance, uncertainty avoidance, and long-term orientation (2022). These Hofstede Insights scores indicate that Serbian culture places a greater emphasis on groups and society as a collective rather than on individualism, and it is considered a feminine society, suggesting that individuals prioritize group support over personal success (Hofstede Insights, 2022). Cultural awareness is crucial in business and employee management. Understanding the cultural similarities and differences among employees fosters mutual respect and understanding among coworkers and employers. When conducted effectively, diversity training comprises instructional materials and programs designed to promote positive intergroup interactions, reduce prejudice and discrimination, enhance skills, motivate employees, and improve knowledge (Bezrukova, K. et al., 2016).

Leadership Background Questions

With the transition from diversity management to diversity and inclusion management, Company G must cultivate inclusivity in the workplace by encouraging the integration of all employees and involving everyone in the decision-making process (Stoermer, S. et al., 2016). Organizational changes can induce stress; however, the introduction of numerous new employees from diverse cultural and geographical backgrounds underscores the importance of multicultural initiatives and training to ensure that all groups are encouraged to integrate and function as a unified team. The management team will pose the following questions to identify the necessary diversity and cultural education programs:

1. Have you faced any challenges in your career that hindered your participation in work activities? Did your experiences differ from those of your coworkers? Please provide examples.
2. Do you feel valued in your workplace?3. Can you describe the cultural atmosphere of your work environment?4. What weaknesses do you perceive in yourself? How can you improve these weaknesses?5. How do you feel about working in a team environment? What level of teamwork are you most comfortable with?6. In a group setting, do you feel valued? Why or why not?7. What tools do you need to succeed as a manager?8. What are three positive aspects of working with a multicultural team?9. Have you experienced discrimination in your workplace? If so, how was it addressed?10. Do you believe you have access to the resources necessary to advance your career within the company? Please explain.
3. How do you think the company’s expansion into new cultural markets will impact its growth?12. What do you believe you can learn from our Serbian counterparts?13. What do you think our Serbian employees can learn from you?14. How do you envision the various groups within the company collaborating to grow together as the company expands?

Intervention Approach

A study by Bezrukova found that diversity training positively influences individuals’ behavioral and attitudinal learning, with the effects of cognitive learning persisting over time (2016). Leadership styles also impact the level and type of employee participation, often reflected in their feelings of inclusion and satisfaction within a group (Aritz, J. & Walker, R., 2014). Several coaching models are available for contemporary leadership. New leaders will need to employ various coaching strategies with an international business approach, including virtual coaching with their staff. Virtual coaching involves leaders mentoring and guiding employees through various information and communication technologies, such as email, messaging, video calls, and mobile phones, to effectively engage with their teams (Hui, R., Law, K., et al., 2021). Company G will train its executive team to understand when and how to utilize these tools to build connections with their groups. The executive team will provide coaching to managers to ensure they can embark on their leadership journey with an international team. Executive coaching aids organizational leaders in adapting to changing roles and adds value to leaders at lower levels as they navigate transitions (Bennett, K., 2001).

As our organization operates in Hong Kong, cultural beliefs regarding more masculine leadership are evolving towards a more inclusive leadership and coaching environment for women (APA, 2022). Given the diverse cultures present in the United States, it is essential for the new administration to study, listen, and be adaptable as they navigate their leadership roles in Hong Kong. Maintaining clear and open communication will be crucial, allowing for adjustments in strategies to identify the most effective coaching and management styles.

Information Gathering

Self-administered tests will be distributed to employees to assess their perceptions of Company G’s level of diversity within the workplace. The questions will incorporate both qualitative and quantitative data to generalize the findings (Landy, F. J., 2016). Research indicates that diversity training remains valuable and relevant when integrated into formal training and operational practices (Bezrukova, K., 2016); therefore, Company G must embed diversity into all facets of its operations. As new employees are onboarded, Company G will provide diversity training alongside additional employee training. Diversity training should be woven into as many of Company G’s daily activities and interactions as possible. Surveys can be administered at various intervals throughout the year to measure and evaluate employees’ evolving attitudes toward diversity beliefs and to provide training as needed.

Ethical and Diversity Standards

When implementing diversity training and inclusion policies, it is imperative that all company policies, actions, and procedures are consistent and equitable for all employees (Shore, L. M., et al., 2011). Developing an inclusive leadership style and practices will foster a culture of openness and learning among diverse groups. Surveys and questionnaires will be designed to avoid capturing identifiable information about the respondents. All collected information will be kept confidential and shared only with the appropriate management team. Attention to these details will ensure that all employees have equal opportunities to provide feedback aimed at enhancing the culture and diversity of the organization.

Conclusion

As Company G continues to expand into international markets, it is crucial to cultivate an inclusive and diverse environment through training and leadership styles that promote inclusivity and awareness of diversity. By being attentive to the ever-evolving needs of its workforce, Company G is committed to providing an inclusive work environment where all employees can grow and thrive, enabling the company to successfully enter diverse markets.

References

Aritz, J., & Walker, R. C. (2014a). Leadership styles in multicultural groups: Americans and East Asians working together. International Journal of Business Communication, 51(1), 72-92. https://doi.org/10.1177/2329488413516211

Aritz, J., & Walker, R. C. (2014b). Leadership styles in multicultural groups: Americans and East Asians working together. International Journal of Business Communication, 51(1), 72-92. https://doi.org/10.1177/2329488413516211

Bezrukova, K., Spell, C. S., Perry, J. L., & Jehn, K. A. (2016). A meta-analytical integration of over 40 years of research on diversity training evaluation. Psychological Bulletin, 142(11), 1227-1274. https://doi.org/10.1037/bul0000067

Brennaman, R. (2020). Discovering and expanding diversity with authenticity. Strategic HR Review, 19(3), 141-142. https://doi.org/10.1108/SHR-06-2020-183

Glover, J., & Friedman, H. L. (2015). An approach to understanding and applying culture. In Cultural Psychology (pp. 17-27). Washington, DC: American Psychological Association. https://doi.org/10.1037/14596-002

Kirkpatrick, J. D., & Kirkpatrick, W. K. (2013). Creating a post-training evaluation plan. T + D, 67(6), 26-28.

PSY FPX 8711 Assessment 4 Intervention Proposal

Lowman, R. L. (2016). Ethical and professional standards in the practice of consulting psychology. In Consulting Psychology (pp. 111-133). Washington, DC: American Psychological Association. https://doi.org/10.1037/14853-007

Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhart, K., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262-1289. https://doi.org/10.1177/0149206310385943

Stoermer, S., Bader, A. K., & Froese, F. J. (2016a). Culture matters: The influence of national culture on inclusion climate. Cross Cultural & Strategic Management, 23(2), 287-305. https://doi.org/10.1108/CCSM-11-2014-0135

Stoermer, S., Bader, A. K., & Froese, F. J. (2016b). Culture matters: The influence of national culture on inclusion climate. Cross Cultural & Strategic Management, 23(2), 287-305. https://doi.org/10.1108/CCSM-11-2014-0135