Cultural Issues In Workplace- Challenges for HR

By Athul Krishnan( 14AB06)Arjun Ravisanker(14AB05) Kalyani Raj(14AB12) Pragathi P (14AB21) Pranesh Raj(14AB22)

What is Organizational Culture? Personality of the organization. Comprised of the assumptions, values, norms and tangible signs of organization members and their behaviors. Difficult to express distinctly, but everyone knows it when they sense it Particularly important when attempting to manage organization-wide change

Why is Organizational culture Important.A common platform where individuals work in unison to earn profits as well as a livelihood for themselves is called an organization. A place where individuals realize the dream of making it big is called an organization. Every organization has its unique style of working, which often contributes to its culture. The beliefs, ideologies, principles and values of an organization form its culture. The culture of the workplace controls the way employees behave amongst themselves as well as with people outside the organization. The culture decides the way employees interact at their workplace. A healthy culture encourages the employees to stay motivated and loyal towards the management. The culture of the workplace also goes a long way in promoting healthy competition at the workplace. Employees try their level best to perform better than their fellow workers and earn recognition and appreciation of the superiors. It is the culture of the workplace, which actually motivates the employees to perform. Every organization must have set guidelines for the employees to work accordingly.The culture of an organization represents certain predefined policies, which guide the employees and give them a sense of direction at the workplace. Every individual is clear about his roles and responsibilities in the organization and know how to accomplish the tasks ahead of the deadlines. No two organizations can have the same work culture. It is the culture of an organization, which makes it distinct from others.The work culture goes a long way in creating the brand image of the organization. The work culture gives an identity to the organization. In other words, an organization is known by its culture. The organization culture brings all the employees on a common platform. The employees must be treated equally and no one should feel neglected or left out at the workplace. It is essential for the employees to adjust well in the organization culture for them to deliver their level best. The work culture unites the employees who are otherwise from different backgrounds, families and have varied attitudes and mentalities. The culture gives the employees a sense of unity at the workplace.

Certain organizations follow a culture where all the employees irrespective of their designations have to step into the office on time. Such a culture encourages the employees to be punctual which eventually benefits them in the long run. It is the culture of the organization, which makes the individuals a successful professional. Every employee is clear with his roles and responsibilities and strives hard to accomplish the tasks within the desired time frame as per the set guidelines. Implementation of policies is never a problem in organizations where people follow a set culture. The new employees also try their level best to understand the work culture and make the organization a better place to work. The work culture promotes healthy relationship amongst the employees. No one treats work as a burden and molds himself according to the culture. It is the culture of the organization, which extracts the best out of each team member. In a culture where management is very particular about the reporting system, the employees however busy they are would send their reports by end of the day. No one has to force anyone to work. The culture develops a habit in the individuals, which makes them successful at the workplace.

Issues Faced by Organizational Culture.

Common organizational culture problems can include ambiguity, poor communication, and inconsistency. These can contribute to the experience of a hostile and unpleasant workplace, which can make workers less loyal and may contribute to issues likeharassment, bullying, and high turnover. Companies with concerns about their structure and organization can use outside consultants to get a fresh look at their culture, and may also want to consider the use of employee evaluations to get feedback from theirpersonnel. These tools can help companies identify and address problems with organizational culture.Ambiguity is a common issue. Employees may not understand what is expected of them, or could feel as though stated policies are in conflict with actual practices. For example, workplace policies may state that management supports a healthy work-life balance, but the company may only promote single people who are willing to work long hours without complaint. The stated claim is that the company is family friendly, but in reality, this is not the case.Inconsistency can be another contributor to organizational culture problems. Employees may feel like policies are not applied evenly and fairly; managers may not be penalized for activity employees would expect to see punished, for example. Companies may also be inconsistent across departments, which can contribute to the development of resentment. People in human resources, for example, might want to know why the information technology department has better offices or always seems to be on vacation.Poor communication is another common problem with organizational culture at companies of all sizes. Employees may not communicate well with each other and could feel uncomfortable about approaching supervisors with ideas, suggestions, and concerns. From the top down, companies might not clearly articulate expectations and goals, which can make staff members confused about what they are supposed to be doing.Other organizational culture problems can include differences in priorities. Employees may feel that a company focuses too much on income and pushes them to work long hours, foregoing rights like breaks and overtime. Some companies have an organizational culture of guilt that forces employees to overstretch themselves to get work done. This can create backlash as resentful employees take out their anger about the organizational culture on each other or clients.Poor leadership can be another issue. Employees may have trouble following people they do not respect, or taking orders from supervisors who do not appear to know what they are doing. If leadership is weak, inconsistent, or disreputable, it can contribute to organizational culture problems.Companies that know they have organizational culture problems can define them, creating lists of examples to understand the specifics of the issues that must be addressed. With this information in hand, they can start to address the situation. For example, if a company's goals are ambiguous, leadership can meet up to discuss what the company wants to do and how it wants to accomplish it. This information can be communicated to company personnel so they feel more comfortable.

Dress Codes Problems faced in the WorkplaceThe law gives employers a lot of leeway in creating the culture they desire in their workplace, and this includes allowing employers to decide how employees should dress and groom. Some employers like to set a professional tone by requiring employees to wear suits. Other employers like to foster a more creative environment by allowing employees to wear T-shirts and blue jeans. Just about any rule is fine, as long as it doesn't violate laws against discrimination or harassment. Read on to learn more about workplace dress codes and grooming codes, and how to avoid legal problems when creating and enforcing policies. (Employers can get more tips on steering clear of discrimination in Nolo'sPreventing Employment Discrimination & Sexual Harassmenttopic.)

Sexual HarassmentIf you requireemployeesto dress in a sexual or revealing way, you may be accused of harassing these employees -- or encouraging others (customers, for example) to harass them. Although courts differ on what constitutes harassment in this context, requiring employees to dress in a provocative way -- such as requiring women to wear short skirts or men to wear tight T-shirts -- is asking for trouble. If you think such a dress code is necessary for your business, consult with an attorney before imposing it. (Learn more in Nolo's articlePreventing Sexual Harassment in the Workplace.)

Sex DiscriminationSome employers impose different standards of dress and grooming on female and male employees. For example, an employer might allow women to wear their hair long, but require men to wear theirs short. Similarly, an employer might prohibit men from wearing makeup while requiring women to do so.Generally speaking, these sorts of differentiations are okay. Employers run into trouble, however, if their dress and grooming code isn't based on social norms, differs greatly between men and women, or imposes a greater burden on one gender than the other.EXAMPLEDarlene Jespersen worked as a bartender at Harrah's Casino. The casino had a dress and grooming policy that, among other things, required women to wear makeup and prohibited men from doing so. Jespersen, who never wore makeup at work or at home, objected to the policy, and eventually had to quit when she wouldn't comply. She sued the casino, claiming that the grooming policy was discriminatory. The court disagreed, saying that the code did not place a heavier burden on women than on men, nor did it sexually stereotype women. Instead, the code required male and female employees to maintain a similar professional look and was therefore legal.Jespersen v. Harrah's Operating Co., Inc., 444 F.3d 1104 (9thCir. 2006).

Race DiscriminationNo employer would intentionally impose different dress or grooming standards on different races -- this would be obvious and blatant discrimination -- but you might impose a standard that has an unintentionaldiscriminatoryimpact. For example, requiring all men to be clean-shaven can have a negative impact on African American men, some of whom have a physical sensitivity to shaving. Such a requirement is discriminatory.

Religious DiscriminationSome religions impose certain dress and grooming requirements on their members. For example, some Native Americans are not allowed to cut their hair; some Muslims must wear beards and certain garments. If your company's grooming or dress policies force people to violate their religious beliefs, you are opening yourself up to claims of religious discrimination.EXAMPLEEdward Rangel is a member of a religious sect that requires him to wear religious inscriptions in the form of tattoos. Members of the sect believe that the tattoos symbolize a follower's dedication and servitude to the creator and that it is a sin to intentionally conceal them. Rangel was a server at a Red Robin restaurant, which had a rule against visible tattoos. Rangel worked at the restaurant for about six months without any complaints from customers, managers, or coworkers, but when a new manager arrived, he ordered Rangel to cover the tattoos. When Rangel refused, explaining his religious reasons, the manager fired him. Rangel brought his case to the Equal Employment Opportunity Commission (EEOC, the federal agency that enforces antidiscrimination laws), which filed a religious discrimination lawsuit against the chain. Although the chain defended its policy by stating that it wanted its servers to have an "all-American look," it eventually settled the case for $150,000.This does not mean that you must abandon all of your dress and grooming rules because of an employee's religious beliefs. If your policy is rooted in a valid business purpose that cannot be changed to accommodate a religious need, you might be okay. For example, certain types of garments may not be safe to wear when operating machinery, and certain hairstyles may be unhealthy in a food service context if employees refuse to wear hair nets or beard nets.If an employee challenges a dress or grooming policy on religious grounds, be as accommodating as possible. But if you can't reach a compromise that works for you and the employee, consult with an attorney.

National Origin DiscriminationDress codes that prohibit employees from wearing native attire -- for example, traditional African or Indian dress -- might be discriminatory if the employer does not have a valid business reason for the ban. For example, the EEOC has said that employers must allow Hawaiians to wear their native dress so long as the attire otherwise complies with the employer's dress code.

Disability DiscriminationEmployers may require employees with disabilities to comply with the same dress requirements as other employees. For example, if you require formal attire of all your employees, it is legal to require the same of your employees who have disabilities.Sometimes, however, an employee's disability makes it impossible to comply with the dress code. If an employee asks you to modify your dress code because of a disability, you must accommodate that request if possible.EXAMPLEJohn is paralyzed from the waist down and must use a wheelchair. His employer has a dress code that requires all employees to wear a uniform. John's disability makes it impossible for him to manipulate the zippers and the snaps on the uniform. In addition, the shape of the uniform makes sitting in the chair uncomfortable. John brings these issues to the attention of his employer, who finds a tailor to make a special uniform for John that uses Velcro instead of zippers and that is cut in such a way that it no longer bunches up in the chair. The employer can require John to wear the new uniform, and John is happy to do so.When Employees Complain About Dress CodesIn the end, common sense and respect for your employees are your best guides in creating a dress code. Strive to treat your employees similarly, and consider carefully any requests from employees to adjust your dress code according to their needs. If you and the employee can't reach a suitable agreement, consult with an attorney. To locate an employment law attorney in your area, visit Nolo'sLawyer Directory, where you can view information about each lawyer's experience, education, fees, and, perhaps most importantly, the lawyer's general philosophy of practicing law. By using Nolo's directory you can narrow down candidates before calling them for a phone or face-to-face interview.by:Amy DelPo,Attorney

Religion Problems faced in the WorkplaceSHRMs 2008 Religion and Corporate Culture survey report reveals that human resource professionals are still grappling with identifying the key religious diversity issues in the workplace and understanding how best to address them. Powerful demographic trends are driving the increased visibility of religion in the workplace. But organizational response has not kept pace. Religious bias complaints to the EEOC have increased 69% over the last 10 yearsat a faster rate than race, national origin or sex discrimination claimsand cost businesses $6.4 million in 2007. Much of this bias is driven not by bigotry but by ignorance. According to a Public Agenda/Pew study, only 28% of U.S. respondents profess to have a good understanding of Evangelical Christianity; that number drops to 17% for Judaism and only 7% for Islam. Thus, in light of a recent Pew Forums U.S. Religious Landscape Survey (2008), in which 83% of Americans self identified as religious, SHRMs findings show that the workplace mirrors U.S. society. Forty-two percent of respondents indicate some degree of religiosity in their work culture as created by organizational leaders, and 89% report religious/ spiritual diversity among its employees. There is also a high level of cooperation (98%) among employees of different religious groups, indicating that employees may be personally invested in creating a work environment that is welcoming to people of manyor nobeliefs or simply that religious differences may not be a factor in employee interactions. Paying attention to religious diversity is also good for the bottom line. It is no coincidence that employee morale emerged as the factor most affected by companies granting religious accommodations. Morale is intrinsically tied to other areas of concern to HR: recruitment, retention, satisfaction, productivity and employee loyalty. Although there are countless ways religion becomes a workplace issue, attention to some key areas will help pave the way for a smoother relationship between religious needs and the workplace. Yet the report shows that employers still have work to do in the following critical areas: Holidays/time off: The HR professionals surveyed revealed that companies are only marginally aware of non-Christian holidays. Only 28% of respondents offer paid leave for days that are not part of their regular holiday calendar, meaning that for non-Christian employees there is a built-in inequity. Unlike their Christian counterparts, they must use vacation, personal or unpaid days to observe their key holidays. Therefore, flexibility for time off for religious holidays is a major issue. Training: Only half of companies are training managers/supervisors in religious diversity issues, while a mere 37% indicate that employees receive any training on religion and spirituality. Policies: Of the respondents surveyed, only 2% reported a formal separate policy on religious diversity and nearly half reported no written policy regarding religious diversity. In Tanenbaums 1999 Religious Bias in the Workplace survey of employees, about two-thirds of the respondents, regardless of religious background, felt that it was important for companies to have a clear policy on bias and religious discrimination. Designated areas for religious practice: A small percentage of the respondents surveyed overall15%offered quiet rooms that employees could use for prayer, meditation or reflection during a break in the workday. In large companies (500+ employees), that number rose to 20%, and 31% of nonprofit organizations offered designated space for religious observance. If physical space is not a constraint, many companies are missing out on a relatively easy way to accommodate the religious practices of their employees.

It is also critical to note that this survey reflects the perspective of HR professionals, not employees themselves. An analysis of both Tanenbaums 1999 Religious Bias in the Workplace survey of employees and Tanenbaum and SHRMs 2001 survey on religion in the workplace revealed significant gaps in employer and employee perceptions of religious bias and discrimination in the workplace, and absent data on employee perceptions, there is no reason to assume that the gap has decreased. Companies can begin to address these issues by weaving religious diversity initiatives into their current policies, training curricula and corporate culture. Recommendations include: Offer holiday swapping or floating holiday policies to make it easier for non-Christian employees to take time off to celebrate the holidays that are meaningful to them. Provide training and information on religious diversity and inclusivity both at the manager level and in orientation and employee trainings to help all employees understand how they can take steps to create a more inclusive environment at work. Develop a formal policy on religion that is distinct from a general diversity policy in order to show employees that their religious beliefs are respected. The mere inclusion of religion in a list of protected classes in the boiler plate diversity policy does not address the critical issue of accommodation. Ensure that employees have the flexibility in their schedules and an available space for daily religious practices such as prayer. Quiet rooms that can be used for prayer, meditation or reflection by all employees are widespread in Europe and are becoming increasingly more common in larger U.S. corporations.

In order to be truly effective, religious diversity initiatives must be embedded in the culture of the organization, which includes official policies, employee training and the process of granting accommodations. Beyond these suggested practices, HR professionals must be prepared to address many other religious issues that have already begun to surface at some U.S. companies. For example, HR professionals may be faced with a Sikh employee who wears a turban and grows a beard contrary to the companys dress policy that excludes headgear and facial hair. Perhaps a conservative Christian employee will raise the issue that the firms diversity initiative thats intended to help LGBT employees feel more included offends him on religious grounds. Or Muslim employees may request that companies add Shariah compliant retirement options to their 401(k) funds. Possibly, to the discomfort of management, employees will request company funds to start a religious affinity group. Thoughtful reports like SHRMs 2008 Religion and Corporate Culture report can assist HR professionals in beginning to identify the steps they will need to take in order to fully engage with and address the complex issue of religious diversity in the workplace.