Free Cultural Diversity And Glass Ceiling Effect Research Proposal Example

Cultural Diversity as a Human Resource Management Strategy in Multi-Cultural Companies and the Role of Discrimination: Glass Ceiling Effect

1. Introduction
A culturally diversified workforce at workplace brings innovation and new ideas in the organisation . Cultural diversity is generally considered an effective human resource strategy for improving workplace environment; however, it also may bring a certain level of discrimination by the majority for the minorities. Such discrimination may include hurdles in promotion and climbing the organisational ladder. In technical terms, the hurdles or stoppage of promotion for minorities on the basis of discrimination is known as glass ceiling effect . Glass ceiling effect is easily seen in the case of women at workplace competing against men. It is a well-known fact that women form a large portion of low level employees in almost every organisation; however, they are hardly seen in the top management positions . This is a clear indicator of presence of strong glass ceiling for women in US organisations. The proposed research will consist of studying a similar pattern on culturally diversified workforce and reaching to conclusion regarding existence of glass ceiling in multi-cultural organisation so United States.
a) Purpose of the Study:
The purpose of this study is to determine the existence of glass ceiling effect people from minority cultural background in US organisations through identifying five different multi-cultural companies and conducting primary research on those organisations. The study also includes providing guidance for further study in the field and suggesting organisations to either hire culturally diversified workforce or otherwise depending on the results of the research. The purpose of the study also includes determination of the nature of the role of discrimination towards glass ceiling effect among culturally diversified workforce. The paper is broadly aimed at determining cultural diversity as either being an effective human resource strategy or otherwise.
b) Importance of the Study:
The study will determine the existence of glass ceiling effect people from minority cultural background in US organisations which will determine the existence of discrimination in the US organisations. The determination of discrimination will enable further research in the field to highlight measures aiming to address the issue. Such measures will give equal opportunity to all people in organisations regardless of their cultural or ethnic background. The study will also highlight the importance of having a culturally diversified workforce or otherwise. The study will include prospective of both the low level as well as high level staff in between which the glass ceiling effect is considered to be existing. This way of conducting the research will allow us to conclude the research with high degree of certainty. The effectiveness of cultural diversity as a human resource strategy will also be determined in the study which will provide useful insights for recommendations of the study on the topic.
2. Theoretical Framework
a) Definition of hypothesis
Defining hypothesis is the most critical part of a study. A well-defined hypothesis results in setting right direction of the study. Following is the hypothesis question that will be tested in this research study: -

Does cultural diversity lead to glass ceiling effect for minority groups in US organisations?

In order to analyse the abovementioned hypothesis and cover the purpose of the paper to full extent, the hypothesis question is sub-divided into three hypothesis statements. These three hypothesis statements will be tested through conducting primary research. Following are the hypothesis statements that would result in presenting an effective analysis of the main hypothesis question: -

Cultural diversity results in discrimination at workplace

Discrimination includes glass ceiling effect for culturally diversified workforce in multi-cultural organisations
Cultural diversity is an effective human resource strategy
b) Antecedents of hypothesis
The term glass ceiling was officially introduced in 1980, the term is defined as the invisible, unfair, illegal and artificial obstacles within the managerial hierarchy ladder and prevent minorities from getting upper level or more powerful positions in the corporate world. These obstacles are mainly because of the unspoken predispositions based on ethnicity, age, sex, religion or political affiliation. Even though this is an illegal practice but unfortunately widely prevalent in many countries .
The glass ceiling effect may or may not be present in the case of a multi-cultural organisations due to the fact that existing research in the field for glass ceiling effect is mostly aimed at analysing the effect in the case of women against men.
c) Consequences of hypothesis
The consequences of hypothesis includes the results that will be achieved either proving the hypothesis statements or disproving them. There may be the case that one or more of the hypothesis statements out of the following three could be true whereas rest false. The results of the research study would be indicated through the results obtained from primary research conducted based on the following hypothesis and their consequences mentioned against each: -

Cultural diversity results in discrimination at workplace

Consequence: The consequence of this hypothesis statement can be proving this statement either true or false. In the case where this hypothesis statement proves to be true, the results of the study would imply that the cultural diversity is not a good practice in workplace. It would drive the research away from the concepts of cultural diversity at workplace. On the other hand, if the statement proves to be false then it would show that cultural diversity has no relationship with the discrimination at workplace. This consequence would drive the research in the favour of culturally diversified workforce.

Discrimination includes glass ceiling effect for culturally diversified workforce in multi-cultural organisations

Consequence: The consequence of this hypothesis statement can also be proving this statement either true or false. In the case where this hypothesis statement proves to be true, the results of the study would imply that any discrimination at workplace would result in glass ceiling effect in workplace. It would drive the research away from the concepts of cultural diversity at workplace. On the other hand, if the statement proves to be false then it would show that workplace discrimination does not form the basis for glass ceiling effect in multi-cultural organisations. This consequence would drive the research in the favour of culturally diversified workforce.

Cultural diversity is an effective human resource strategy

Consequence: The consequence of this hypothesis statement can be proving this statement either true or false. In the case where this hypothesis statement proves to be true, the results of the study would imply that the cultural diversity is not a good human resource strategy in workplace. It would drive the research away from the concepts of cultural diversity at workplace. On the other hand, if the statement proves to be false then it would show that cultural diversity is an effective human resource strategy. This consequence would drive the research in the favour of culturally diversified workforce.
d) Definition of organisational commitment
The term organizational commitment is a widely used concept in management and it reflects the psychological connection of an employee with his organization. This concept encompasses the different behavioral patterns exhibited by the employees and it plays an instrumental role in determining the intensity of workers willingness to work in the direction of organization goals and objectives. This concept has influential impact on the long term success prospects of organizations. People are the power of any organization and their persistent motivation and commitment to organization can bring unprecedented level of accomplishments. There are few crucial factors in gauging the level of organizational commitment such as turnover, job performance, job satisfaction, job security, and distribution of responsibility, empowerment and the organizational citizenship. People own organization and consider their personal goals achievement integrated with the achievement of the organizational goals .
e) Dimensions of organisational commitment
There are various views on the components and dimensions of organisational commitment; however the most suitable one for this research study that would relate to each of the hypothesis statements in an effective manner is presented in following paragraphs. Natalie Allen and John Meyer developed a Model of Commitment based on three components / dimensions and published the same in 1991. This model defined the commitment to organisation as a psychological state while consisting of three unique components / dimensions that show the way in which employees perceive and feel regarding their organisation for which they work: -

Affective Commitment: Affection for the Job

Affective commitment refers to strong and persistent affectional relationship between employee and the organization. When an employee is satisfied with his job and have complete awareness about the organizational objectives he/she would likely desire to serve the organization in long-run. Employee feels good about his/her job responsibilities and put in utmost level of sincere efforts in persuade of organizational goals achievement. This increases not only the productivity level of the employee but also the overall profits of the organization tend to increase by manifolds. A satisfied employee is likely to work in a devoted manner to help others to work effectively and efficiently in order to ensure smooth flow of work activities and promotes team work culture .

Continuance Commitment: Fear of Losing

Continuance commitment stems from the results drawn by an employee from the comparison between the advantages and disadvantages of leaving current job or organization. An employee would ultimately decide to carry on with his/her current job as the advantages supersede the disadvantages and the expected monetary and non-monetary benefits from new job may not suffice. The professed disadvantages can be monetary, professional or social and the severity of these disadvantages directly increase with the increase in employee experience and age. An employee would consider on few important domains such as decrease in pay and benefits, seniority loss and loss of friends and allies. This type of commitment is experienced by people holding successful and key role in an established organization and had been promoted to a higher management post within the organization.

Normative Commitment: Sense of Responsibility to Stay

Normative Commitment refers to the obligations an employee feels towards his/her organization. These feelings are mainly based on the gratefulness employee feels due to the investments made by the organization in developing new skills and abilities in the employee to make him/her more proficient. Employee might want to switch to better job opportunities but prefers to stay in regard to all the services rendered by the organization such as training sessions, overseas trips or may be funding made by the organization for his/her higher education. Employee will continue to serve the organization despite having the drive and chance to harness better options .
f) The relationship between organisational commitment & hypothesis
The affective commitment can be judged with the testing of first hypothesis of this research study because if culturally diversified organisation suffers from discrimination among people then the people would not feel affective commitment towards the organisation. The continuance commitment is lost by the employees when they see that there is glass ceiling effect present in the organisation which hinders their further promotion. This could be proved through the second hypothesis of the study. The normative commitment, if found in culturally diversified organisation, would prove the third hypothesis statement of this study. This will be an indicator that the culturally diverse organisation is a strong organisation in terms of retaining its employees.
g) In this study the hypothesis question is “Does cultural diversity lead to glass ceiling effect for minority groups in US organisations?” and the three hypothesis statements are as following: -

H1: Cultural diversity results in discrimination at workplace

The H1 will be tested through interviewing a number of employees from various culturally diverse organisations.
H2: Discrimination includes glass ceiling effect for culturally diversified workforce in multi-cultural organisations
H2 will be tested through surveying the minority people in multicultural organisations
H3: Cultural diversity is an effective human resource strategy
H3 will be tested through interviewing the HR experts in various multicultural organisations
h) Procedure: How the data been gathered, where?
The data for research will be gathered through interviewing and surveying employees of various multicultural organisations in United States as already mentioned in previous section.
3. Methodology:

Following is the methodology that will be adopted to test the hypothesis statements and subsequently conclude the study: -

a) Sample
Around 10 people will be interviewed and 100 people surveyed from five different multicultural organisations of United States. The sample population will be kept as much diversified as possible through including people from all ethnic backgrounds, age groups, genders and nationalities.
b) Research Design
The research will be a quantitative study that would be based on the interview as well as survey questions. The questionnaire will have a rating based questions in order to get data in quantitative form.
c) Measurement Instrument:
Surveys and interviews are the major measurement instruments in this research. Surveys as well as interviews form a strong basis of primary research at present. The hypothesis measurement will be carried out through using Minnesota way which is developed by University of Minnesota.
d) Findings & Results: Analysis / Tables
The research findings would be pertaining to the major findings from the literature reviewed as well as the results obtained from the primary research.
e) Discussion:
The discussion of the research will include discussion about the weaknesses and strengths faced during researching period. Suggestions for the future researches & managerial implications such as suggestions & advices about this topic to the managers and organisations will also be presented in this section.

References

Bush, D. R. (2009). Perceived Justice and Barriers and Facilitators to the Attainment of Leadership Positions in Local and County Law Enforcement Organizations in the State of Florida. ProQuest.
Johns, M. L. (2013). Breaking the Glass Ceiling: Structural, Cultural, and Organizational Barriers Preventing Women from Achieving Senior and Executive Positions. Perspectives in Health Information Management, 1-11.
Management Association, Information Resources. (2014). Marketing and Consumer Behavior: Concepts, Methodologies, Tools, and Applications: Concepts, Methodologies, Tools, and Applications. IGI Global.
Ronald J. Burke, M. C. (2007). Women and Minorities in Science, Technology, Engineering, and Mathematics: Upping the Numbers. Edward Elgar Publishing.
Schmidt, C. T. (n.d.). Organizational Commitment. Retrieved from http://www.uri.edu: http://www.uri.edu/research/lrc/scholl/webnotes/Commitment.htm
The Three Component Model of Commitment. (n.d.). Retrieved from http://www.mindtools.com: http://www.mindtools.com/pages/article/three-component-model-commitment.htm