They are the basic foundation of an organization and the basic unit of change within organisation.
The human resource approach focuses on the interaction between people and the organization.
It is of primary importance that the manager understands the cultural beliefs and values of the organisation for effectively managing diversity (Golembiewski, 2000).
These beliefs and values group together to create an environment that employee perceive as supportive or not supportive of diversity.
Many organisations have recognised that the workforce is changing and they are working to create a work environment in which diversity and difference are valued and in which employees can work to their fullest.
They are dealing with the problems that arise when people in the workplace communicate.Increasing cultural diversity is forcing organisations to learn and motivate people with a broader range of value systems.To succeed in managing workforce that is increasingly diverse and multinational, managers need knowledge about cultural differences and similarities among people from different backgrounds (Golembiewski, 2000).Organisations can no longer assume that every employee has similar beliefs or expectations. An organisation is only effective as the people who operate it.People are considered the most important resource in any organisation (Mor-Barak, 2005).If skilfully managed, diversity can bring a competitive advantage to an organisation.If not, however, the bottom line can be negatively affected and the work environment can become unwelcoming (Henderson, 2001).It is usually defined broadly to include dimensions which influence the identities and perspectives that employees have such as profession, education and geographic location.As a concept, diversity is considered to be inclusive of everyone (Albrecht, 2001).a long list of categories including such variables as marital status and education); and conceptual rule definition that is based on variety of perspectives, differences in perceptions and actions (Thiederman, 2008).Some of the distinction categories may either have a positive or negative impact on employment and job prospects in different countries (Albrecht, 2001).