Employment and Diversity


Diversity encompasses age, personality, ethnicity, race and individual genders. The paper presents a succint view regarding the need to understand diversity and working in groups. Moreover, the study discusses aproaches that workers can embrace to subdue frustration when executing tasks with other employees. The paper’s conclusion sums up the discussin’s principle ideas.

Employment and Diversity


Employees work with different people in the course of the employment period. According to Brimhall, Lizano and Barak, (2014), workers have to embrace diversity and understand how to deal with other employees. Workplace diversity defines variety of differences existing among people employed in an organization. Work variety depicts that persons in an organization must work together as a team and consider the decisions and inputs from these employees.

Importance of working with People in groups and understanding Diversity

Working in groups within the workplace is important in developing a proper division of tasks. According to Guillaume et al., (2017), an organization that categorizes workers in different groups benefit from these teams. The grouping helps workers break up tasks and handle the same efficiently. Moreover, some developed groups improve and measure the quality of worker’s outputs. In these groups, workers can develop skills and abilities thereby enhancing their overall performance and output quality.

Diversity, on the other hand, is necessary for workers to consider and have a deeper understanding. According to Brimhall et al., (2014), workers in any organization hail from different cultural backgrounds. Therefore, their beliefs are different. The workers also exist from various religious denominations and beliefs. When interacting with each other, workers should have a definitive understanding of how they can relate and communicate with each other. For example, when one employee is harassed either physically or sexually, the issue of diversity is not upheld. There is a need for intervention of the management for the same to be monitored (Brimhall et al., 2014).

There are several advantages accrued from the understanding of diversity by employees. One of the benefits is increased levels of productivity. Through diversity and inclusion, workers of different caliber and talents work together towards achieving organization goals. The initiative improves workers regarding productivity. Another advantage is increased creativity and problem-solving skills within the workplace. With different people tackling different tasks in divergent ways, there is a high likelihood of coming up with multiple solutions to problems resulting to solving of challenges efficiently. Notably, that diversity enhances communication skills among the workers. Moreover, diversity helps employees to develop personal confidence and consequently improve communication. It results to work productivity enhancement and active engagement within the institution.

How employees can overcome Frustration while working with others in the workplace

Working with different people presents a challenge to many people. According to Guillaume et al., (2017), frustrations may arise when the working environment is not conducive or has various challenges that are hard to handle. Moreover, without proper engagement of diversity in the workplace, cases of frustration may arise in the organization. For instance, getting along with some co-workers is hard. The scenario can fail workers. As such, performance objectives are not met if the work environment frustrates an employee. The workers can employ different strategies to deal with frustration at work. These approaches are:


Direct Approach

In this method, the employees do everything within their power to overcome failures purposely to achieve stipulated goals. As such, workers may develop new skills and efforts directed towards eliminating the frustration and focusing on the aims of the organization.


According to Brimhall et al., (2014), aggression is a common reaction that employees may employ in response to frustration faced in the workplace. Employees may thus try to impose the blame on the person they believe is responsible for the disappointment. In other cases, some employees have been noted to respond by hurting the suspected parties. However, this approach is not practical since it may result in further conflicts among workers.


Regression is the opposite of aggression. The strategy focuses on obtaining pity and sympathy for workers to help the offended and frustrated party. The approach makes the culprit feel better. According to Landy and Conte, (2016), the frustrated employees may display an abnormal behavior by acting in a way that shows they need support from other workers.


In this scenario, the employee is completely disinterested with the assigned job due to the frustration they have previously had. Such workers become passive and less motivated in executing delegated tasks following loss of interest in the job (Cheruvelil et al., 2014). For these workers, the best intervention is motivation and reassurance that everything would be all right. According to Guillaume et al., (2017), information regarding the responsible employee may help workers to understand how best they can improve their performance.


According to Kushwaha, (2014), some employees may be unwilling to accept the frustration. The employee result to finding a compromise. Such workers utilize the goals they have to let go of the frustration. In such cases, these workers save themselves from the frustration by compromising the same with their delegated duties at work.


The removal approach is another version of the regressive response to frustration. The employee reacts to the failure by running away from the situation entirely. Such workers do not consider the impacts that their absence have on the organization. The workers may for example cite excuse from work as a pretence for a sick day or request for a transfer due to their withdrawal from the frustration. However, the approach may have negative impacts on the organization thereby resulting to reduced employee productivity.


Diversity is important in the workplace. Organizations must consider how employees interact and perform in the formed teams. Groups are encouraged to be formed within different departments to assist in performance control and motivation of employees. Moreover, the workers can face various frustrations. However, tthrough various approaches, the employees may approach the situation differently. As such, it is important to embrace diversity among employees by ensuring that workers within an organization execute delegated task in teams.


Brimhall, K. C., Lizano, E. L., & Barak, M. E. M. (2014). The mediating role of inclusion: A longitudinal study of the effects of leader–member exchange and diversity climate on job satisfaction and intention to leave among child welfare workers. Children and Youth Services Review40, 79-88. From http://www.academia.edu/download/33359534/job_sat.pdf

Cheruvelil, K. S., Soranno, P. A., Weathers, K. C., Hanson, P. C., Goring, S. J., Filstrup, C. T., & Read, E. K. (2014). Creating and maintaining high‐performing collaborative research teams: the importance of diversity and interpersonal skills. Frontiers in Ecology and the Environment12(1), 31-38. From http://www.academia.edu/download/43226940/Creating_and_maintaining_high-performing20160229-2634-k68xfz.pdf

Guillaume, Y. R., Dawson, J. F., Otaye‐Ebede, L., Woods, S. A., & West, M. A. (2017). Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?. Journal of Organizational Behavior38(2), 276-303. From http://onlinelibrary.wiley.com/doi/10.1002/job.2040/full

Kushwaha, S. (2014). Stress managment at workplace. Global Journal of Finance and Management6(5), 469-472. From http://www.ripublication.com/gjfm-spl/gjfmv6n5_13.pdf

Landy, F. J., & Conte, J. M. (2016). Work in the 21st Century, Binder Ready Version: An Introduction to Industrial and Organizational Psychology. John Wiley & Sons. From http://www.sjsu.edu/psych/Syllabus_Archive/2016-Fall/Psyc170-02_Shirley.pdf

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