Research question: Norwegian institutions, their relation to and working with cultural diversity. Authors: Kaja Omenås Lothe and Oda Constance Lie The aim of this paper is to get a deeper insight in how Norwegian employers both in public and private sector, understand and work with cultural diversity. With an increasing ethnic population, Norwegian employers are compelled to think differently, especially during the process of recruitment. This paper will look into the term “diversity” and describe how it is context sensitive. Furthermore, two main arguments for cultural diversity are presented: The Business Case and the Social-‐ Ethical argument. In addition terms that are closely related to cultural diversity, like diversity management and discrimination, are evaluated. This paper is based on a qualitative method. The purpose is not to focus on cause and effect, but rather to explore and obtain a better understanding of the research question using a combination of deductive and inductive approach. In total, ten respondents expressed their subjective experiences through semi-‐structured interviews. The respondents were chosen among interest groups as well as private and public organizations in order to get the most holistic view of the Norwegian labour market. Our findings confirm that the term “diversity” is context sensitive. The respondents used the term to describe a variety of diversity perspectives, and especially with reference to gender equality. They also tended to emphasize the importance of a well-‐planned recruitment process, with thoroughly evaluated diversity strategies and goals. Assess of competence, language skills and cultural misunderstandings were highlighted as challenges related to cultural diversity. The advantages however of having a cultural diverse work environment were found to be creative decision-‐making, efficient problem solving and cultural specific background knowledge. There seemed to be consensus that working with and facilitating for cultural diversity is a management responsibility. No notable differences of evaluation were detected between the respondents from public and private sector.
|Educations||MSc in Human Resource Management, (Graduate Programme) Final Thesis|
|Number of pages||154|