How Cultural Diversity Can Be Effectively Managed In Terms Of HR Practice In UK: A Case of Sainsburys

Declaration

This Dissertation is a product of my own work and is not the result of anything done in collaboration. Signature Date

I agree that this Dissertation may be available for reference and photocopying, at the discretion of the University. Signature Date

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AcknowledgementI at first thank to the almighty for his grace and kindness to help me to finish this dissertation in on time. I feel it pride and pleasure to give a special thanks to my supervisor David Hall, Lecturer of London School of Commerce who has supported me throughout the dissertation with his proper guidelines, directions, criticism and suggestions. I would like to thank to all those who have supported me directly and indirectly, specially my parents who have constantly support me with their great encouragement. I feel indebted to my other family members, friends and librarian staff of London School of Commerce for their time to time help. Finally, I am very grateful to all the Sainsburys supporting staffs and interviewees who helped me to get the right data and information to make this successful dissertation.

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AbstractDiversity is one of the most concentrated issues in todays business world. Cultural diversity is a form of diversity. Organizations with huge multicultural workforce have to have diversity policies now -a-days. Managing cultural diversity is a big issue now, because it drives other human resources drivers, such as, motivation, job satisfaction and performances. Managers should manage cultural diversity effectively otherwise job dissatisfaction and employees conflict will increase. This research was done to suggest Sainsburys on how to manage dive cultural diversity in term of HR. Sainsburys was selected for this research because Sainsburys is dealing with huge multicultural workforce. This research made a clear concept on how to manage cultural diversity in the UK. This research consists of five chapters. In chapter one, the researcher introduced the research topic and objectives also background of Sainsburys in term of cultural diversity management was discussed in this chapter. In the next chapter, all existing literature, theories and models related to cultural diversity management were discussed. The research method and the way research done were demonstrated in chapter three. The data for this research were collected by survey from Sainsburys employees and interview from managers. All collected data were discussed analysis in chapter four. Finally, this research had been concluded in chapter five. In this chapter, research objectives were analyzed whether they were acquired or not. The researcher has given some recommendation to Sainsburys on how to manage cultural diversity. At the end, the researcher has given some recommendation to the further research.

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Table of ContentsDeclaration ............................................................................................................................................... i Acknowledgement .................................................................................................................................. ii Abstract .................................................................................................................................................. iii CHAPTER 1: INTRODUCTION ................................................................................................................... 1 1.1 Background of the Study ......................................................................................................... 1 Is There a Problem .......................................................................................................... 1 Why Now......................................................................................................................... 1

1.1.1 1.1.2 1.2 1.3 1.4 1.5 1.6

Background and history of Sainsbury in terms of diversity .................................................... 2 Rational & Significance ........................................................................................................... 3 Research Aim and Objectives.................................................................................................. 4 Research Questions ................................................................................................................ 4 Structure of the study ............................................................................................................. 5

CHAPTER 2: LITERATURE REVIEW ........................................................................................................... 6 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Diversity .................................................................................................................................. 6 Workforce Diversity ................................................................................................................ 7 Dimension of Diversity ............................................................................................................ 9 Cultural Diversity................................................................................................................... 11 Diversity Management.......................................................................................................... 13 Intercultural Communication ................................................................................................ 14 Summary ............................................................................................................................... 14

CHAPTER 3: RESEARCH METHODOLOGY .............................................................................................. 15 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 Introduction .......................................................................................................................... 15 Research Paradigm ............................................................................................................... 15 Research Philosophy ............................................................................................................. 16 Research Approach ............................................................................................................... 17 The purpose of the research ................................................................................................. 17 Research Strategy (Case Study) ............................................................................................ 18 Research Method .................................................................................................................. 19 Time Horizon ......................................................................................................................... 20 Data Collection and Data Analysis ........................................................................................ 20 Sample Size ........................................................................................................................... 21 Ethical Consideration ............................................................................................................ 21 Strength of the Methodology ............................................................................................... 21

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3.13

Weakness of the Methodology ............................................................................................. 21

CHAPTER 4: FINDINGS & ANALYSIS ....................................................................................................... 22 4.1 4.2 Introduction .......................................................................................................................... 22 Data Findings......................................................................................................................... 22 Findings from the Survey .............................................................................................. 22 Part One .................................................................................................................... 23 Part Two .................................................................................................................... 28 Findings from the Interview .......................................................................................... 42

4.2.1 4.2.1.1 4.2.1.2 4.2.2 4.3

Data Analysis ......................................................................................................................... 46 Analysis of Survey Findings ........................................................................................... 46 Part One .................................................................................................................... 46 Part Two .................................................................................................................... 46

4.3.1 4.3.1.1 4.3.1.2

4.3.1.2.1 Employees Knowledge and Understanding about Sainsburys diversity policies (Questions Number 1-3) ......................................................................................... 46 4.3.1.2.2 Employees Attitude about their Managers (Questions Number 4-5) ............. 47 4.3.1.2.3 Employees Attitude about their Co-Workers (Questions Number 6-7) .......... 47 4.3.1.2.4 According to the Employees, how Sainsburys is Managing Cultural Diversity (Questions Number 8-11)..................................................................................................... 48 4.3.1.2.5 Employees Attitude on Sainsburys Cultural Diversity Management (Questions Number 12-13)................................................................................................... 48 4.3.2 4.3.2.1 4.3.2.2 4.3.2.3 4.3.3 4.3.3.1 4.3.3.2 4.3.3.3 4.3.3.4 4.3.3.5 Analysis of Interview Findings ....................................................................................... 49 Organizational vision in term of Diversity Policies of Sainsburys ............................ 49 Managing Cultural Diversity ...................................................................................... 49 Evaluation and Assessment ...................................................................................... 49 Integration of Survey and Interview Analysis ............................................................... 50 Creating Cultural awareness ..................................................................................... 50 How managers are treating employees .................................................................... 50 Managers role on diversity management ................................................................ 50 Managing Cultural diversity ...................................................................................... 50 Managing Relation among Co-workers in term of cultural Diversity ....................... 51

CHAPTER 5: CONCLUSION & RECOMMENDATIONS ............................................................................. 52 5.1 5.2 5.3 5.4 Introduction .......................................................................................................................... 52 Evaluation of Findings ........................................................................................................... 52 Applicability of research data to the aim and objectives of this Research ........................... 53 Recommendation for Sainsburys ......................................................................................... 54

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5.4.1 5.4.2 5.4.3 5.4.4 5.4.5 5.4.6 5.4.7 5.4.8 5.4.9 5.5 5.6

Arrange Cultural diversity/ Awareness programme ..................................................... 54 Reduce cultural conflict ................................................................................................ 54 Evaluate Needs of Each Cultural Group ........................................................................ 54 Maintain break time for Prayers and other religious activities .................................... 55 Sainsburys should make sure Employees holidays for cultural and religious festival 55 Make strong cultural bond and understanding among Employees .............................. 55 Managers should treat all employees equally .............................................................. 55 Managers should listen and understand Employees problem regarding diversity ..... 55 Develop and Evaluate cultural diversity policies and management ............................. 55

Limitation of this Research ................................................................................................... 56 Recommendation for future Researchers ............................................................................ 56

References ............................................................................................................................................ 57 Appendix ............................................................................................................................................... 62

List of FigureFigure 2-1: The diversity Wheels........................................................................................................... 10 Figure 2-2: Dimension of Diversity by Kreitner & Kinicki ...................................................................... 10 Figure 2-3: Dimension of Diversity by USCG ......................................................................................... 11 Figure 3-1: The research Onion............................................................................................................. 15 Figure 3-2: Research Choices / Methods. ............................................................................................. 19 Figure 4-1: Gender of Respondents ...................................................................................................... 23 Figure 4-2: Ethnic Group of Respondents ............................................................................................. 24 Figure 4-3: Age Range of Respondents ................................................................................................. 25 Figure 4-4: Religion of Respondents ..................................................................................................... 26 Figure 4-5: First Languages of Respondents ......................................................................................... 27 Figure 4-6: Percentages of Diversity Training Provided by Sainsbury's ................................................ 28 Figure 4-7: importance of Diversity Management in Multicultural Workforce.................................... 29 Figure 4-8: Importance of Managers to implementing diversity policies............................................. 30 Figure 4-9: Employees view on Managers Support for them ............................................................... 31 Figure 4-10: How Employees being treated by Line Managers ............................................................ 32 Figure 4-11: Mutual Understanding in the Team in terms of Diversity ................................................ 33 Figure 4-12: How Respondents Cultures has been Respected by their Colleagues ............................. 34 Figure 4-13: Respondents Opinion on discrimination, harassment, bullying and prejudice ................ 35 Figure 4-14: Employees time off or work break at prayer-time ........................................................... 36 Figure 4-15: Are Employees Entitled to take Holiday for celebrating religious festival ....................... 37 Figure 4-16: Employees Attitude Survey for Justifying Employees Attitude ...................................... 38 Figure 4-17: Respondent's Opinion about Sainsbury as an employer .................................................. 39 Figure 4-18: Ranking of Sainsbury's Diversity Management by Respondents...................................... 40

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CHAPTER 1: INTRODUCTIONThe aim of this chapter is to introduce the research topic, aim and objectives and the business organization which has been considered in this research. In the first section of this chapter, background of the study has been discussed to make a clear concept of the research topic. The brief history of cultural diversity of Sainsbury has been discussed afterward. Rational & significance indicates the researcher fascination about this area of study. The aim and objectives of this research has been shown with the research questions. At the end of this chapter, the author specifies the structure of this research.

1.1 Background of the StudyDiversity in the workplace is a major concern for business organizations these days. Now-adays, many companies have diversity officers to manage entire groups responsibility for diversity programmes. As the businesses are becoming global, the workplace is becoming more diverse, with new cultures that have the exact aptitude for organizational expansion (Schawbel, 2012). Diversity in work place is a complex initiative that persists to develop as more business and industries shift towards worldwide marketplace. Most people hold the belief that every human being is equal and unrestricted to the same opportunities and privileges with no regard to Gender, age, race, disability or any other things. This principle has directed to modify the management and industrial practices. A diverse workplace is one vital element for companies to compete effectively in the present market. In the future, managing diversity will be the key to unlock business success (Albright, 2009).

1.1.1

Is There a Problem

Diversity management is very important in the UK. As UK is the international capital, migrant workers are taking a great place in UK workforce. Moreover, in UK every dimension of diversity in the workplace has been seen. The business organizations in the UK are utilizing properly these kinds of diversity. Business organizations are getting different skilled workers due to diversity. It helps organization to understand customers needs and improve the way of service. On the other hand, organizations need to face some difficulties for diversity process. A diverse workforce within organization can make different problems related to culture and ethnicity. The requirements of organization might be not fulfilled by employees but organizations are bound to make a workforce for them with less qualified employees.

1.1.2

Why Now

Diversity in the workplace is important to make efficient employees. As UK is the multicultural capital, organizations need to understand their customer to there the service and products. In this case, a diverse workforce can help to understand the customers. Moreover, diversity creates the competitive employees mind. Employees can learn different cultural activities by their colleges from different countries or culture that helps them to deal with customers in multicultural country.

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Adler & Gundersen (2008, p-107) stated that- Managers capability to identify cultural diversity and its possible advantages and disadvantages characterizes a business organizations loom to manage that diversity. According to Diller (2011) the modern workplace is a mixture of different beliefs, ideas and opinions, which together make as environment of cultural diversity. In the late 1980,s the concept of diversity and diversity management has added to the new management studies. After 1990, diversity management dot attractiveness as a new business management approach in the United Kingdom (CIPD Report, 2006). The purpose of this research is to investigate how cultural diversity can be effectively managed in terms of HR practice in the UK, using a case of Sainsbury. Cultural diversity is a form of diversity. The importance of cultural diversity is increasing rapidly for global businesses. If we look at the UK retailers, we would see that managers are dealing most frequently with this form of diversity. The main reason for acclimatizing diversity management approach is the changes in the UK employment market where women, migrant workers, old people and ethnic-minorities have increased (Brimm & Arora, 2001, p.108). Moreover, another reason of adopting diversity management in the UK business organization is the traditional equal opportunity approach (Foster and Harris, 2005, p.118). Practicing diversity in the business organizations in UK has become most obvious requirement after 1980,s. In UK, every area of the business needs to practice diversity. Diversity of age, gender, ethnic and culture are the main reason behind this. To study on cultural diversity in term of HR practice, UKs retail and supermarket can be the best area. The author of this study counted Sainsbury as a case study. Sainsbury is one of the largest supermarket chains in the UK and practicing cultural diversity from the beginning of this company. This research focused on Sainsburys cultural diversity practice and how the managers are managing this diversity. To make the concept of cultural diversity and managing diversity clearer, the author has discussed existing literature on diversity in chapter two.

1.2 Background and history of Sainsbury in terms of diversitySainsbury is the third major supermarkets in the UK with 16.5% share of UK supermarket sector (Shannon, 2011). Sainsbury began its journey 143 years ago in 1869. John James Sainsbury and his wife Mary Ann Sainsbury founded Sainsbury superstore in London and become one of the largest retailers in the UK (J-Sainsbury Plc, 2012). From the beginning of this company, Sainsbury valued the workforce diversity. According to Dorman (2011) Sainsburys employees span many aspects of gender, age, religion, disability and sexual orientation. Sainsbury knows that everybody is dissimilar and Sainsbury knows

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how to use this as it creates us such dissimilar standpoints and ideas. This diversity helps Sainsbury to recognize what the consumers want and how this might adjust. The fascination of Sainsbury on diversity can be seen from its diversity and inclusion project. Diversity and inclusion are the concentrated issues since Sainsburys began. Everybody can get the chance to be able to come and work with this company ant they are being cared equally and fairly. With a range of jobs available, Sainsbury is one of the largest UK employers. Sainsbury knows that having a various range of workers is positive to the groups Sainsbury serves. It also helps to deliver real economic and social value for the business (JSainsbury, n.d). Since Sainsbury was first established in 1869, everyone has the equal opportunity to work with Sainsbury, in addition, everybody is treated by the same token and fairly (Dorman, 2011). In 2008, Sainsbury launched a programme called You Can which is one of the significant programmes of Sainsbury to provide job opportunity to different kind of people. Through this programme Sainsbury helps employees to develop new skills and provides job opportunity to the long term unemployment and disable people through the you can scheme Sainsbury recruits 4,118 employees in 2011 (Dorman, 2011). According to Dorman (2011) in early 2011, Sainsbury started a new Diversity Champion programme and 140 managers are involved in this programme. Their role is to helping to outline the diversity programmes, collect feedback on key aspects of diversity, and driving forward development in diversity connected issues.

1.3 Rational & SignificanceDiversity management and cultural diversity within organization are the current concept in management literature. Many scholars with the expert organization such as Academy of Management Executive (AME), Chartered Institute of Personnel and Development (CIPD) are doing research on this topic. As discussed above, the concept of diversity within business organizations were introduced in late 1980,s and it is getting popularity for its usefulness. This concept of diversity and managing diversity within organization is highly appropriate in globalized countries. Big organizations such as Sainsbury in the globalized countries have to adopt diversity management because of diverse employees. The author of this study personally interested to this area of the research. The concept of cultural diversity is very important in the big size business organization and it became mandatory part of human resource management department of any supermarket to manage specially in the UK. UK is one of the first country which deals with cultural diversity

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in every aspects of society. If we look closer to the business management, we would see how businesses in the UK are dependent on the people of different ethics; as a result, cultural diversity in the business organization in UK became most important part. Managing effectively this cultural diversity can make a good output from HR management. Sainsbury is one of the biggest supper markets in the UK. Sainsbury is serving over 18.5 million customers each week with the help of 1.5 million staffs (Sainsbury, 2012). This number of employees includes different ethics and culture. This is a very big challenge for business organization like Sainsbury to manage this diversity effectively. The author chose Sainsbury in this case to discuss how to manage cultural diversity effectively in term of HR in UK, as Sainsbury is one of the biggest supermarket in the UK.

1.4 Research Aim and ObjectivesThe aim of this research is to investigate how cultural diversity can be effectively managed in terms of HR practice in the UK, using a case of Sainsbury. The aim of this research will be achieved using following objectives: 1. 2. 3. 4. To review the existing theories related to cultural diversity. To identify Sainsburys cultural diversity in HR practice. To evaluate effectiveness of Sainsburys cultural diversity management. To recommend Sainsbury way to manage the cultural diversity effectively.

1.5 Research QuestionsThe following research questions will be answered throughout the research on Sainsburys cultural diversity: 1. 2. 3. 4. 5. How managers of Sainsbury are managing their cultural diversity? How effective is this managing process? Are employees satisfied with the HRM of Sainsbury? How could Sainsburys cultural diversity be managed? What recommendation could be offer to Sainsbury to improve their cultural diversity managing process?

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1.6 Structure of the study Chapter 1 (Introduction)The overall idea of this research has been shown in chapter one. The Background of the study, background of the company, rational & significance, research aim & objectives and research questions was discussed in this chapter.

Chapter 2 (Literature review)This chapter focused on the theories and models and existing literature related to the research topic which was found from all previous theses, articles, books and journals during data collection.

Chapter 3 (Research Methodology)The approach and method of undertaking this research were discussed in this chapter. The issues such as making process, validity, reliability and Ethical issues were also discussed in this chapter.

Chapter 4 (Findings and Analysis)Through the data collection process, the researcher found many statistics, issues and points. This information has been discussed and analyzed in this chapter using different methods and practices.

Chapter 5 (Conclusion and recommendations)The important aspects and statistics are shown in this chapter. In addition some recommendations for Sainsbury to improve the way of managing diversity are given.

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CHAPTER 2: LITERATURE REVIEWThe aim of this chapter is to study and review existing theories and literature related to this research. The purpose is to bring together the theoretical literature to make a strong study background together with data that had been collected for this research. The articles, books, existing research on diversity and documents from internet were the main sources to collect related data. This chapter starts with the discussion of the concept of diversity. Afterward, workforce diversity, dimension of diversity, cultural diversity and intercultural communication have been discussed. All of these topics are related to this research aim.

2.1 DiversityBell (2012) States that- Diversity is the actual or apparent disparity among people in sex, age, race, ethnicity, mental and physical capability, work and family status, religion and other identity based attributes that affects their relationship and interaction. According to USCG (2011) Diversity includes all the experiences, characteristics and differences of each individual. It can be acknowledged as physical characteristics such as gender and skin colour, or it can be differences in skills, personality, upbringing and culture. Each of these characteristics brings their own skills and perspective to the workplace. According to Mehrotra & Wagner (2009) Gender, sex, race, ethnicity, religious, social class, and community location are the major elements of diversity. Dille (2011) States that- Human beings are diverse in a Varity of ways: Ethnicity, race, age, religions, culture, gender, socioeconomic class and disability. Each must be fully accounted and appreciated for in order to understand complexity of human behaviours. Diversity is important in global marketplace, as business organization interrelate with diverse clients as well as cultures. The competition in global market helps to increase productivity, creativity, global understanding, language skills, procedures and solutions to solve tricky or complicated problems. Today business organizations realized that diversity and inclusion might enable them to retain and attract and retain the kinds of customers (Andrade, 2010). Some advantages of workplace diversity are: Workplace diversity creates employer brand. The diversity in workplace makes the business organization more interesting. People become interested to the company as they can learn different things from the employees. On the other hand, employer can get better talent from around the world. Workplace diversity increases creativity. A good diverse workforce can give a better solution for business problems. It is very much important in global market. For example is a business organization wants to sell something in Asian market they must need some Asian employees otherwise it would be difficult for business to understand the market. It persuades personal growth of younger employees. They can gather many corporate experiences through this process. As a result, they can be better-rounded and use their sense in working world. If

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there are similar employees at the business, it can be sometimes harder to solve business problems but diverse workforce can make it easier for the organization (schawbel, 2012). Andrade (2010) shows some advantages of diversity in workplace: Diversity brings in different talents in an organization that together work for a common goal by diverse kinds of skill that increases their productivity and retention. Secondly, as many talented people work together in a place toward a common goal, employee from different culture and stage can increase their creativity and problem solving ability. Thirdly, it helps to attract and retain talent. It also helps organization to compete in the global market. If an organization has diverse employees, organization can easily understand diverse customers need which helps to explore global market. Finally, applying proper diversity and inclusion management strategies helps money on litigation expenses.

2.2 Workforce DiversityWorkforce diversity means workforce with dissimilar human and human qualities and people from different cultural groups, individuals diversity means to dissimilarity among individuals in terms of Gender, age, sex, ethnicity, religions and physical ability, the important thing is diversity does not include only racial or ethnic minority but everyone (Daft, 2008 p-313). Today's workforces in business organizations are actually combination of dissimilar races, sexual orientation, genders, ages, ethnic, lifestyles and religions (MorBarak, 2005). Diversity in workplace refers to the partition of the labour force into difference group that have a supposed unity within a specified national or cultural context and so as to contact harmful or useful employ, promotion prospects and behaviour in the place of work, irrespective of job related qualifications (Stockdale & Crosby, 2004). Diversity also can be distinct in a different way by different organizations and cultures. Management literature discusses three kinds of description of diversity: broad category-based definition; Narrow category-based definition and theoretical imperative definition that are based on multiplicity of viewpoints, disparity in actions and perceptions (Thiederman, 2008). According to Woods et al (2010) Workplace diversity is an employees issue which focused on the likeness and disparity that individuals bring to a business organization. Albright (2009) states that- workplace diversity is a multi-faceted idea that persists to develop as more industries shift towards a global marketplace. Workplace diversity is frequently defined largely to include dimensions further than those particular legally in assenting action non-discrimination statutes and equal opportunity. It is habitually interpreted to comprise dimensions which sway the identity and perspective that people bring, such as education, profession, geographic and parental status. Diversity should be inclusive of everyone. Diversity projects harmonize non-discrimination

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accomplishment programs by assembly the organizational culture and workplace surroundings for making differences work. It is relating to learning from others, about distinction and admiration for all and about creating workplace environments and practices that encourage learning from others and detain the improvement of assorted viewpoints (Woods et al, 2010). Diversity is regularly examined in relation just to gender, race and ethnic differences but in the case of the workplace it can face all facets in which individuals are dissimilar, including gender, age, language, ethnicity, religious, sexual orientation and cultural background (Miles & Ainscow, 2011). Countries have become a combination of different cultures due to globalization. The diversification of societies has unavoidably affected the workplace and it has pretence challenges to leaders and managers. Diversity in the workplace is important for business organizations to capitalize the opportunities of globalization. Diversity in the workplace helps management get competitive advantages. Business organizations should use the workforce diversity strategically to ensure the competitive advantages (Groschl, 2011). Diversity in the workforce can create lots of different ideas for the business. It can only be possible by different people from different culture or background. Different view from the prospective employees can be combined and make a new source of innovation and put it into practice by managers. Workforce diversity also helps to solve difficult organizational problems. The employees can give better solution for the problems as they are from different culture and background. Diverse workforce is important to understand customers demand and how to adapt the procedure to fulfil the customers demand (Thiederman, 2008). The selection of opinion offered by diverse employees can establish to be a precious resource of ideas for new service and products. A huge range of services and products will help business organizations to convene the requirements of a range of customers. A workforce that imitates the diversity in society will offer the employer with good understanding of its customers and helps it to suggest more satisfactory products or services. In addition, a plenty of talent and diverse employees can help organization to be globalized and reach the customers around the world (Brief, 2008). A balanced and productive workplace can be created by integrating diversity at all levels of organizational processes, which can assist organization to attract skilled and talented employees. Better employ practices will in twist guide to savings in employment as well as training costs, while also helping organizations to uphold expertise and knowledge. The main challenge of managers of diverse workplace is to make sure everyone can communicate with each other, to build teamwork probable and keep away from confusion. This is very tricky in multicultural and multilingual environments in particular (Konard et al, 2006.Business organizations also require to makes sure they have the right strategy and management team in place. Managers and leaders will need to make sure that diversity policies are successful and they will be accountable. Diversity also should be noticeable in management and leadership positions.

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Management also need to find out the possible obstacle of diversity. Business organizations can carry out a questionnaires or interview of their employees, which can help organization in understanding challenges and possible obstacles to diversity. By observing what kind of obstacles to be expect will help managers to create the right diversity policy and adjust their strategy. After introducing changes and captivating convinced steps towards diversity, business organizations can reconsider their strategy and decide the success of the performance of diversity (Thomas, 2010).

2.3 Dimension of DiversitySome of the difference categories can either have a good or bad force on job prospects and employment in different countries. Moreover, producing a explanation of diversity in workplace that will be applicable & appropriate in diverse cultures demonstrates to be a dispute. Diversity concentrates on the peoples difference & similarities that they transport to a business. It is frequently definite mostly to encompass dimensions which sway the standpoints and uniqueness that workers have such as education, occupation and geographic position. However, diversity is measured to be comprehensive of everybody (Albrecht, 2001). Anderson & Matcalf (2003) has divided diversity into three categories: Personality diversity which includes differences in attitudes and personality. Secondly Informal diversity, it includes difference in tenure, education and functional background. Finally, Social category includes ethnicity, age, race and gender. CCDIC (n.d) shows a diversity wheel to identify the form of diversity. According to CCDI (n.d) there are three form of diversity. In diversity wheels, first layer is called visible diversity, which includes; gender, ethnicity, race, age, religionist etc. The middle layer consist skills, education, experience etc and it calls invisible diversity. Finally core diversity includes work style, sexual orientation, personal truths and personality.

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Figure 2-1: The diversity Wheels

Source: Diversity Wheels (CCDIC, n.d)

According to Kreitner & Kinicki (1995) Diversity means all aspects in which people defer and the diversity can be categorized into two dimension, they are; primary dimension of diversity and secondary dimension of diversity:

Primary Dimension of Diversity

Work Experience Income Marital Status Geographical Region Education Political Preference

Age Health Secondary Dimension of Sexual Orientation Ethincity Diversity National Background

Figure 2-2: Dimension of Diversity by Kreitner & Kinicki

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Source: (Kreitner & Kinicki, 1995)

USCG (2011) divided diversity into four dimensions. They are organizational dimension, External dimension, internal dimension and personality:

Figure 2-3: Dimension of Diversity by USCG

Source: (USCG, 2011)

2.4 Cultural DiversityGurung & Peieto (2009) stated that- Culture is reflected in social and physical constructed form: ethnicity and race, age, gender, sexual orientation, geographical location and physical abilities and more. People also have many different ancestral immigration histories. These human differences only scratch the surface of cultural diversity. Culture is a vital element of diversity to persuade communication. Culture is the incorporated organism of behaviours, viewpoint and it values communication prototype that are united by those mixed surrounded by the similar social group. It is the assortment of human societys specific area. Moreover, Cultural diversity also referred to multiculturalism within a business (Konard et al, 2006). Understandable cultural distinctions survive between humans things such as language, tradition and dress, there are also major differences in the way societies systematize themselves, in their joint commencement of ethics, and in the ways they interrelate with their environs (Henderson, 2001). Cultural diversity means dissimilarity in ethnicity, gender, sexual orientation. race, religion, language and nationality, when these elements are characterized within a community or

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society. The terms community or society is culturally diverse if inhabitants of the commune include dissimilar group of members. The commune can be a city, country or region. Cultural diversity is now a recent topic within a workplace (Amadeo, n.d). It is a big matter now-a-days. People from different culture and race have different ideas and way of thinking. These differences can transport strength to the group if it is integrated and valued into the group dynamics. Although it takes time but willingness and intent should be open-minded and non-judgmental to get the best results. It absolutely takes effort and attempt to create cultural diversity as strength (Pride et al, 2012).Cultural diversity also has some bad side. It can weaken a workforce. Differences in understanding of events can direct to hazard, hostilities awkwardness if not addressed. Chauvinism about people from dissimilar backgrounds can lead people to jump to misconstrue actions, conclusions and behaviours (Ozbilgin & Syed, 2010). Although diversity management is the standard and it is better than immunity but still many individuals dont differentiate affirmative action and diversity. It is occasionally seen as an additional words such equal opportunity or confirmatory action. Opposing to admired belief is that diversity management is not a confirmatory action. It is an instrument used to observe timetables and objectives for promoting and hiring members of marginal groups and it is a division of equal opportunity. Confirmatory or affirmative action fundamentally involves conveying in the numbers, even though diversitys focal point is on generating a consistent unit in the human resource department, based on a considerate of employees similarities and difference (Blake, 1991). Confirmatory or affirmative action is to ensure fairness and equality in the ending of contest for promotions along with hiring. Language and confirmatory action of the equal opportunity came as a subsequent reaction to the communal disagreement over the ethnic and social & communal unfairness to facilitate imperfect equivalent way in to the place of work. Other crisiss with confirmatory action is that it started to be professed as public relation plot extra apprehensive about allowance or allowance than regarding individuals. Diversity management attempts to make sure, when individuals are employed they should be able to trust that they have been selected because of their exceptional qualifications, not because of ethnicity or gender. Diversity awareness cannot be only commanded into a scheme, included into a culture, corporate or promoted by economical temptations (Fine, 1990). This is the earlier method to incorporate cultural diversity to be expecting individuals or acclimatize cultural dissimilarities as a result they can fit the mole of the organizations central culture. Upgraded way is to take care of cultural diversity as a benefit or advantage that transports choice of problem or crisis solving capability, skills, ability and viewpoints to the business. Excellent management of diversity helps workers to incorporate and play it cheers them to expand potency to invent innovative ideas. So far in terms of transformation in the labour force, organizations have got to be clever to manage changing performance, barriers of language and raise awareness within the company (Ozbilgin & Syed, 2010). Cultural diversity is the most exciting aspect in the business world. The new and fresh idea of doing business comes from cultural diversity in the workplace. But there are some challenges of dealing with cultural diversity such as, Miscommunication, misunderstanding, lack of commonly understood aspect, racism, tribalism, xenophobia, superiority and

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inferiority clashes, varying value system, language confusion. Although these are the big challenge within an organization, there are solutions to decrease these kinds of conflicts. Organizations should build respect for every workers, get common understanding, build professionalism, control and reduce prejudice, improve communication, clear past interpersonal conflict, develop responsibilities and accountability, build teamwork and unity (Moore, 2005).

2.5 Diversity ManagementManaging diversity means generating an environment where possible advantages and compensation of diversity for managerial, organizational or industrial performance can be maximized while the possible disadvantages and weakness become minimized (Cox, 1993 P11, as cited in Cox & Beale, 1997, P-2). One of the important jobs of the HRM department of a business organisation is to arrange all diverse factors of assortment in a synchronized, harmonious and best using all aptitudes, ability and talents of every member of staff to its highest. But if it is competently managed, it can carry an aggressive lead to a business. If it is not managed it right way than the bottom line people can be unenthusiastically exaggerated and the working place or environment may turn out to be unfriendly. Many business organisations have documented that the workforce and work environments are changing rapidly as a result they need to concentrate on generating a work environment, where diversity, assortment and other dissimilarity are appreciated so that workers can work efficiently and effectively. Businesses are also focusing on the dilemmas that occur whilst employees in the place of work correspond. Today organizations must be conscious about the impact of cultural form of diversity on significant business and industrial factors (Henderson, 2001). Thomas (2010) states that- Diversity approaches can be lumped into at least one of four strategic categories: Managing workforce relationship, managing workforce representation, managing all diversity mixtures, managing diverse talent. Workforce in an organization consists of different kinds of workers. Today businesses can not presume that workers have comparable expectations. Businesses survive to provide human needs. A business can only be effectual as the individuals, inside people or employees who drive it. After all, employees are the most vital resource in any business (Mor-Barak, 2005). Diversity management means giving an environment to all workers where they can feel that the business organization where they are working is flexible and smart about the global market changes. However, that inequality exists for workers within a business for typecast and defined ideas regarding one stand on gender, sex, race, culture or religious purpose (Albright, 2009). Managing diversity is normally a continuing procedure. Obviously there are some disparity between managing and valuing diversity. First of all, generating work surroundings that get benefits of the diverse nature and characteristics of everybody is managing diversity. It can

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be applicable for both organization and the person. Valuing diversity means people accepting, recognizing and supporting their disparity (Blake, 1991). However, it means hiring new workers for the ability they can carry to the organization rather than homogeneity of their culture. Finally, it is working with individuals in organization and administration to assist them to recognize that form of diversity (Jackson et al, 1992). Even with the endeavour that organizations have set to control diversity programs their inventiveness at a halt fails. Management do not understand the term fully as a result the efforts by management to boost diversity have habitually miscarried. Management should search for advantage from the diverse perceptions and prospective they can offer rather than just trying to amplify identity-group representation. The big question is do the organization really understand the concept of diversity? In many cases business organizations are really managing different representative rather than diversity. Obviously there are huge differences between representation and diversity (Kossek & Zonia, 1993).

2.6 Intercultural CommunicationAccording to Samovar et al (2008) the strategic force that influences organizational communication is called diversity in the workplace. If we concentrate on culture, we will see it is an incorporated organism of values, behaviours, beliefs and communication patterns. People normally see diverse things and this dissimilar awareness form their communication when they socialize in a diverse cultures look from the comparable aim in similar track. Dissimilarity in peoples culture in an organization also has some disadvantages. Multicultural organization frequently faces language barriers when they communicate with people from different cultures (Samovar et al, 2009). Cross cultural communication engages quite a few possible hinders in organizational communication. Managers in multicultural organization should be more sensitive in managing cultural diversity (Samovar et al, 2008). Because of cultural barriers, the command or massage that is communicated within organizations, possibly different from the one that was anticipated. The use of dissimilar languages regularly creates obstacle to do communication because participants can feel hesitates as they are not speaking in native tongue. Linguistic diversity is a significant feature of diversity. Big challenge for a multicultural workforce is that they habitually do not use a common language and it is appropriate for both managers and employees (Cragon and Wright, 2008).

2.7 SummaryThe aim of this chapter was to discuss all subjects related to the research topic and objectives. In this chapter, the researcher discussed existing literature on diversity, workforce diversity, and dimension of diversity, cultural diversity and intercultural communication. All of this discussed literature help to understand research topic and objectives.

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CHAPTER 3: RESEARCH METHODOLOGY3.1 IntroductionDefining the methodology of the research is a mandatory part of any research. It means defining how the research had been conducted. Normally research methodology should be done in the primary stage of a research. Collecting data is an important part of every research. It is always better to gather data through questionnaires and interview but it actually depends on the types of research. The aim of this chapter is to illustrate how the research has been undertaken and which method has been used in this research. This chapter begins with research paradigm, research approach, research strategy and research method. Afterward time horizon of the research, data collection & analysis, Ethical consideration and strength and weakness of this research has been discussed.

3.2 Research ParadigmThe aim of this research is to investigate how cultural diversity can be effectively managed in terms of HR practice in the UK. Sainsbury has been selected as a case study to undertake this research. The author followed onion research model in this research. Onion research model has been introduced by saunders, lewis and Thronhill in 2008. According to Saunders et al (2009) this model includes six layers, every layers has to be done to reach in the central point of this model. Central point consists of data collection and data analysis. The onion research model has been shown below:

Figure 3-1: The research Onion

Source: (Saunders et al, 2008 as stated at Saunders et al, 2009)

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As it can be seen, this model consists of six layers. The central layer of this model is Data collection and data analysis. The target of the research through this model is to get the central point. To get in the central point, the researcher needs to pass other five layers called research philosophy, research approaches, strategies, research choice or method and time horizons. Below research onion layers for this research have been discussed.

3.3 Research PhilosophyThe research philosophy researchers adopt includes fundamental supposition about the way in which researchers see the research world. These assumptions or supposition support the research method and strategy (Saunders et al, 2009, p-108). A business and management researcher needs to be conscious about philosophical commitments that a researcher makes during selecting of research strategy, as it has a momentous impact on what a researcher is investigating (Johnson & Clark, 2006). Saunders et al (2009, p-110) state that- there are two way of judgment about a research philosophy, they are, ontology and epistemology. Each of them contains some differences which influence a researcher think about a research process. Ontology works with the nature of reality. It means what assumption does a research make about the way world work. Ontology includes subjectivism and objectivism. Objectivism holds the position that social entities exist and subjectivism portrays social phenomena which are created from the consequent action and perception. On the other hand, epistemology means the constitution of acceptable knowledge in a field of study. Axiology is a division of philosophy that studies judgement about importance. Even though this may contain values the group in the fields of aesthete tics and ethics, it is the course of social enquire (Saunders et al, 2009). The researcher show axiological skill by being clever to eloquent their principles as a base for making judgement about what research they are performing and how they are going to do it (Heron. 1996). Positivism philosophy deals with the natural scientis (Remenyi et al, 1998). Realism is another philosophical position which recounts to scientific query. Realism deals with the objectives exist independently of human thought and knowledge and beliefs of their existence (Saunders et al, 2009, p-114). Saunders et al (2009) stated that- Interpretivism means understanding differences between humans as social factors. Interpretivism philosophy focuses on social phenomena and the details of situation. This philosophy tries to understand the reality behind the situation (Saunders et al, 2009). It is inescapable but the argument on epistemology and ontology which follows has a reasonable ring. The argument or debate is often farmed in terms of choice between either the interpretive or the positivist (Saunders et al, 2009, p-109).

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As stated above, the aim of this research is to invest how cultural diversity can be effectively managed in terms of HR practice in the UK. Cultural diversity is related to human nature and managers should have understanding on cultural diversity and the way of managing it. According to the topics and research question of this research, the research is bases on interpretive philosophy with epistemological aspect.

3.4 Research ApproachThere are two types of approach in this layer, they are: Inductive approach and deductive approach. When researcher collect data and make theories depend on collected data is called inductive approach. On the other hand, in deductive approach a researcher make a theory and design a research strategy to test the hypothesis (Saunders et al). Deduction is for testing theory. Deduction research approach is more appropriate to the scientific research. It is used to develop a theory by a testing strategy (Collis & Hussy, 2003). The concept of deductive approach became clearer by Robsons five sequential stages. According to Robson (2002) five stage of deductive research are: deducing a hypothesis by a testable proposition which includes comparing two or more theory. Secondly, deductive approach expresses the hypothesis in operational term. In third stage, deductive approach can be used for testing it. Afterward, it examines the outcomes of the hypothesis. At the end, it helps a researcher to modify the theory. Induction research is used to build a theory. Induction approach includes collecting data from the primary source by asking question where the researcher can understand the situation and formulate a theory for solution (Saunders et al, 2009, p-127-126). Inductive approach is probable to principally concern with the circumstance where events are happening. Consequently, a small sample of subjects might be more suitable than a large number with the deductive approach. Researchers in this division work with qualitative data and uses different types of method to collect data in order to set up a different view of phenomenon (Smith et al, 2008). Saunders et al (2009, p-124) state that- Induction owes more to interpretivism, whereas deduction to positivism. This research has been done through inductive research approach, as the researcher of this study needed to collect data from the employee and managers of Sainsbury and analyze to make a good solution of the problem to recommend Sainsbu rys managers on how to manage the cultural diversity within Sainsbury.

3.5 The purpose of the researchThe purpose of the research is important to uncover the next three layers: research strategy, research choices or method and time horizon although it is not any layer of the research onion. Purpose of a research can be exploratory, descriptive or explanatory. It

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helps to think deeply about the research in term of research question and research objectives (Saunders et al, 2009). An exploratory study is a important means of finding out what is happening to get new insights (Robson, 2002). There are three ways of conducting an exploratory research, they are: a search of the literature, interviewing and focus group interview (Saunders et al, 2009). A descriptive study is doing research on a particular person situation or events (Robson, 2002). Explanatory study is to find the answers of why particular thing is happening. As this research to recommend Sainsburys managers on how to manage cultural diversity, according to above discussion this is an exploratory study.

3.6 Research Strategy (Case Study)There some types of research strategies which are used to collect data for the research. The research strategy depends on the types of research. All kind of research strategy can be used for exploratory, descriptive or explanatory study. In case of research approach, some strategy is straightway for deductive approach and some for inductive method, although some strategy can be used for both approaches. Saunders et al (2009) showed few types of research strategy: Case Study; Survey; Experiment; Action research; Archival research; Ethnography; Grounded theory.

Yin (2003) stated that- each strategy can be employed for explanatory, exploratory or descriptive research. Robson (2002) indicates that- Case study is a strategy for undertaking research which engages an experimental investigation of an exacting current occasion within its real life situation using numerous sources of evidence. This strategy will be extremely motivating to the researcher if the researcher wants to expand high understanding of the context or circumstance of research (Morris & Wood 1991). The case study strategy is capable to answer the question of what, Why and How. Where How and What questions are more concern with this strategy, for that cause, case study is predominantly adopted in exploratory and explanatory research (Saunders et al 2009, p.146). Yin (2003) shows four types of case study under two dimensions, they are: Single case vs. Multiple Case; Holistic case Vs. Embedded case.

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Single case study is used just in a crucial case where multiple case is used for two or more than two case to generalise the finding. Conversely, holistic is used to analyze something only on an organization whereas embedded case is used to analyze other units of an organization (Yin, 2003). The author of this study had chosen case study to undertake this research. The aim of this research is to investigate how cultural diversity can be effectively managed in term of HR practice in UK. Sainsbury has been used in this research to get the data and analyze them. The author of this study has taken interview from the managers and questionnaires from the staff to collect primary data. As Sainsbury is the chain superstore in UK, the author had to visit more than one store. From the above discussion, it is clear that, strategy of this research is Embedded Case study.

3.7 Research MethodSaunders et al (2009) indicate two main research choice or method: Mono method and Multi method. A researcher can use only one data collection technique which is called mono method or a multiple technique which is called multiple methods to answer the research questions. This choice is gradually more promoted within business and management research (Curran & Blackburn, 2001). Below all kind of research choices which are presented by Saunders et al (2009) have been shown: Research Choices/ Methods

Mono Method

Multiple methods

Multi-method

Mixedmethods

Multi-method (Quantitative Studies)

Multimethod(Qualit ative studies)

Mixedmethod research

Mixed-model research

Figure 3-2: Research Choices / Methods.

Qualitative is used mainly as a synonym for data collection method such as interview and data analysing process such as categorised data. On the other hand, quantitative is mostly used as a synonym for any data compilation technique, such as questionnaires or data investigation procedure such as statistics or graphic that generates statistical or numerical data (Saunders et al, 2009, p-151).

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Mono method refers only one method either qualitative or quantitative used in the research. In multiple methods is a combination of more than one data collection technique (Tashakkori & Teddlie, 2003). Saunders et al (2009) divided multiple methods into two categories: Multi-method and Mixed-method. If data is qualitative data collected through different technique is called multi-method qualitative data study. Multi-method quantitative studies refer to collect quantitative data through different technique. Mixed-method research approach can be used to analyze both quantitative and qualitative data but not to combine them. In contrast, mixed model research refers collecting both quantitative and qualitative data and combines them to get the answers of research questions (Saunders et al, 2009). Mixed-method research has been used in this research, as the author collected data through interview from managers and questionnaires from staff of Sainsbury to the how Sainsbury is managing cultural diversity. After collecting data, the author analyzed them by their types to give Sainsbury some recommendation to improve the cultural diversity management process.

3.8 Time HorizonTime horizon is very important for every research. Time horizon can be snapshot for a exacting time or a sequence of snapshot that can be presented over a given time, It is actually depends on research questions. There are two types of time horizon: Crosssectional and Longitudinal (Saunder, 2009). When a research is restricted by a period of time then it is called cross-sectional (Robson 2002). Researchers get over a long period of time and can do re-analysis is called longitudinal time horizon. As this research has a time limit, the author of this research is in cross-sectional time horizon.

3.9 Data Collection and Data AnalysisThis layer of research onion is important to develop a theory. All data must be collected in this layer. After collecting data, a researcher should do analysis of collected data in this stage. The author of his study collected data through questionnaires from staffs and a deep interview from managers of Sainsbury. The questionnaires and Interviews question have been given at the end of this research (See Appendix). Data collected through interview and questionnaires are actually primary data. These data helped researcher to understand Sainsburys cultural diversity policy and practice of those policies. The researcher first taken questionnaires, as it is important to know about cultural diversity management from the employees. After gathering data from employees, the researcher managed to take an interview from Sainsburys manager. After collecting data from questionnaires and interview, the researcher has combined them to give Sainsbury some recommendation to manage cultural diversity effectively.

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3.10 Sample SizeThe primary data for this research have been collected through survey and interview. The survey has been taken from Sainsburys current employee from three stores in London. The research survey questionnaires were taken from 74 current workers of Sainsburys. Secondly, the interview was taken from three Sainsburys managers from different Sainsburys stores.

3.11 Ethical ConsiderationEthical standards support the aims of research such as avoidance, knowledge and error. The vital liability of researcher is to admire and respect participants right for the research purpose and confidentiality (Shamoo & Resnik, 2009). The nature and purpose of this research were informed to respondents during takinginterview and questionnaires. Especially, the researcher provided consent to the interviewee

for ethical purpose. In consent form all related information, such as, the researcher name, institution, right of withdrawing from participation and other related ethical issues were mentioned.

3.12 Strength of the MethodologyThe author of this study, established all possible justification to get result interpretation, this is of the strengths of this research. On the other hand, according to the research aim and objectives the research strategy is very specific and clean. Data collection and analysis method is specified and strong in this research. Moreover, the researcher has succeeded to manage an interview with Sainsburys manager and questionnaires f rom employees were taken easily.

3.13 Weakness of the MethodologyBeside the strengths of this methodology, there are some weaknesses also. To collect primary data, the researcher needed to take direct interview from manager. It is sometimes very difficult to take interview from managers like Sainsburys. In addition, sometime managers do not wish to give all information that is downside of this methodology. On the other hand, taking questionnaires from employees individually is bit harder and long-term procedure and it is not possible to get accurate data from employees of one store, as a result the researcher needed to go to other store to collect data from employees. Last but not least, time binding and word restriction were very big hinders for this research.

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CHAPTER 4: FINDINGS & ANALYSIS4.1 IntroductionThe aim of this chapter is to present and analyse experimental data collected through survey and interview. In this chapter, the author used different kind of chart to present the percentage of respondents according to their responses. This chapter begins with finding of survey questionnaires and interview. To get the result from the findings the author of this study analyzed those findings in the end of this chapter.

4.2 Data Findings4.2.1 Findings from the SurveyThe survey was taken from Sainsburys employees from Sainsburys Stratford Centre, Sainsburys Pinner and Beckton Sainsburys. Total respondent were 74 Sainsburys employees. The survey questionnaires divided into two parts. First part includes all demographic questions and second part includes research related questions. The survey questionnaire for Sainsburys employees has been attached with this research (See Appendix- 1). From the next page findings from Survey have been presented by questions number:

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4.2.1.1

Part One

In this part respondents were requested to provide all personal information. There were five questions in this part. The aim of this part was to know respondents Gender, Ethnic group, age range, religions and first language.

Question Number One: Gender?Male Female

39%

61%

Figure 4-1: Gender of Respondents

Findings: The above figure demonstrates that, most of the respondents were male (61%, 45 out of 74), where 39% (29 out of 74) were female.

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Question Number Two:What is your Ethnic Group?

Ethnic GroupWhite 9% 20% 14% 4% 12% 12% 18% 4% 7% Mixed Black-Caribbean Black-African Black-Other Indian Pakistani Bangladeshi Chinese

Figure 4-2: Ethnic Group of Respondents

Findings: Sainsbury has employees from different ethnic groups. The author went to three Sainsburys store to take survey and found that, maximum employees are from other parts of the world. The above chart shows that about 20% (15 out of 74) were white. Second major ethnic group is Indian; they are about 18% (13 out of 74). Afterward, mixed 3, Black (Carrabin, African and other) are about 5, 9 and 3, on the other hand, Pakistani 9 Bangladeshi 10 Chinese 7 out of 74.

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Question Number Three:Age range:

Age Range of Respondents18-25 26-35 36-45 0% 9% 14% 53% 24% 46-55 Over 56

Figure 4-3: Age Range of Respondents

Findings: The above figure shows that most of the respondents were within 18-25 ages. They are about 53% (39 out of 74). 18 out of 74 are within 26-35 ages. There are 17 respondents out of 74 are 36-55 ages and the author could not find any employees over 56 years.

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Questions Number Four:What is your Religion?

Religion of RespondentsChristian Buddhist Hindu Muslim Sikh None

5% 18% 49% 16%

12%

Figure 4-4: Religion of Respondents

Findings: Religion is one of the most important materials of culture. As Sainsburys has a wide range of diverse employees, they have also their own religion that affects their cultural behaviour. The above figure demonstrates that, most of the employees 49% (36 out of 74) are Christian where 18% (13 out of 74) are Muslims and 12 respondents belong to Hinduism.

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Question Number Five:What is your first language?

First Languages of RespondentsEnglish Hindi/Urdu Bangla Chinise Others

24% 39% 7% 14% 16%

Figure 4-5: First Languages of Respondents

Findings: This was a free asked question, no option were given in under this question. The author found different kind of answers under this question. The major languages of Sainsburys employees are: English, Hindi/Urdu, Bangle and Chinese. About 39% (29 out of 74) peoples first language is English, 12 out of 74 speak in Hindi or Urdu, 10 in bangle 5 out of 74 first language is Chinese and 18 peoples first language is others.

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4.2.1.2

Part Two

Part two of the questionnaires includes all questions to find the related information for this research. This part contains 14 questions. Below findings of these questions have been presented:

Question Number One:Have you been provided training on Diversity and Cultural awareness?

Training on DiversityYes No

11%

89%

Figure 4-6: Percentages of Diversity Training Provided by Sainsbury's

Findings: The author found confused answers from the respondents from this question. 89% (66 out of 74) of respondents said that, they did not get any training on diversity and cultural awareness where 11% (8 out of 74) respondents said that, they got training on diversity and cultural awareness. The author personally asked some respondents about this fact, how they got training on diversity and cultural awareness where majority did not get it. One of the respondents indicated that, they did not get separate training on diversity but they got Sainsburys diversity policies on induction and from supervisors.

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Question Number Two:I think that, diversity and cultural awareness training for employees is necessary to manage workers from different cultures.Percentage of Respondents

Strongly Disagree Disagree Not Sure Agree Strongly Agree 0% 3% 7%

16%

32%

42% 10% 20% 30% 40% 50%

Figure 4-7: importance of Diversity Management in Multicultural Workforce

Findings: The above figure demonstrates that, 42% (31 out of 74) respondents are strongly agreed with the statement, where 32% (24 out of 74) are not sure about it. 16% respondents think that diversity management is not totally important. From this figure, the author found mixed reaction from the respondents about this question.

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Question Number Three:In my opinion, roles HR managers are very essential to implement diversity policies.

90% Percentage of Respondents 80% 70% 60% 50% 40% 30% 20% 10% 0%

82%

14% 3% Strongly Agree Agree Not Sure 0% Disagree 1% Strongly Disagree

Figure 4-8: Importance of Managers to implementing diversity policies

Findings: The above figure demonstrates that, majority of respondents 82% (61 out of 74) think that line managers are very important to implement diversity policies. 10 people are agree with this statement where 2 people are not sure about it and only one person are disagree in his case.

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Question Number Four:I get enough support from my managers/supervisors and they are approachable to me.80% 80% 70% 60% 50% 40% 30% 20% 10% 0% 7% 1% 9% 3%

Strongly Agree

Agree

Not Sure

Disagree

Strongly Disagree

Figure 4-9: Employees view on Managers Support for them

Findings: The above chart shows that, 87% (64 out of 74) are strongly agree and agree with this statement, think their line managers are approachable to them and they are getting enough support from the line managers. 12% (9 out of 74) are disagreeing and strongly disagree with this statement where only one person is not sure about it.

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Question Number Five:Every employee is treated fairly by my managers / supervisors.

Strongly Agree41% 47%

AgreeNot Sure Disagree Strongly Disagree

3% 1%

8%

Figure 4-10: How Employees being treated by Line Managers

Findings: This question was asked to know managers attitude on different cultures people. From the above figure we can see that 50% (37 out of 74) are disagree and strongly disagree with this statement, one person is not sure about it where 36 people are agree and strongly agree with this statement.

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Question Number Six:My co-workers from different cultural backgrounds understand, respect and help each other and work together.Percentage of Renspondents

Strongly Disagree Disagree Not Sure Agree Strongly Agree 0%

0% 4% 0% 8% 88% 20% 40% 60% 80% 100%

Figure 4-11: Mutual Understanding in the Team in terms of Diversity

Findings: Respondents have very good mutual understanding among them. 65 people about 88% of respondents are strongly agreed and 6 people are agreed where 4% (3 out of 74) think that their co-workers do not respect, understand and help in the workplace.

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Question Number Seven:In Sainsbury, my colleagues respect each others culture.

4% 15%

4%

Strongly Agree Agree Not Sure

12% 65%

Disagree

Strongly Disagree

Figure 4-12: How Respondents Cultures has been Respected by their Colleagues

Findings: The above figure demonstrates that, 45 people (about 65%) and 9 people (about 12%) think that their own culture has been respected by their co-workers. 6 respondents (about 8%) are disagreeing and strongly disagree with this statement. On the other hand, 15% (11 out of 74) respondents are not sure.

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Question Number Eight:Every employee is valued and respected in Sainsburys and discrimination & harassment are not tolerated in my workplace.

60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00%

55.41%

21.62% 14.86% 6.76% 1.35% Strongly Agree Agree Not Sure Disagree Strongly Disagree

Figure 4-13: Respondents Opinion on discrimination, harassment, bullying and prejudice

Findings: From the above chat we can see that more than half number people are agree with this statement (About 41 people). 6.76% (5 out of 74) are not sure about it. On the other hand, over 36% (27 out of 74) are not agree with this statements at all.

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Question Number Nine:Are you allowed to take time off or break at your prayers-time?

Yes7%

No

93%

Figure 4-14: Employees time off or work break at prayer-time

Findings: In Sainsburys, employees are from different countries and religions. Religious employees need prayer time on their job and employees are happy with Sainsburys because they are getting time on job for prayers. The above figure shows that, about 93% (69 out of 74) respondent are getting time off for prayers where only 7% (5 out of 74) think that they are not getting it.

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Question Number Ten:Can you take holiday to celebrate you religious or cultural festival?

43%

Yes No

57%

Figure 4-15: Are Employees Entitled to take Holiday for celebrating religious festival

Findings: This question was asked to know strength of Sainsburys diversity policy, although, the author found some negative answers from respondents about the holidays on employees religious festival. 32 people are agreed with this statement but most people 57% (42 out of 74) thinks that they are missing this facility from Sainsburys.

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Question Number Eleven:Does your employer arrange employees attitude survey for justifying employees attitude about different issues/polices/changes?

No 31%

Yes 69%

Figure 4-16: Employees Attitude Survey for Justifying Employees Attitude

Findings: The above figure demonstrates that, about 69% (51 out of 74) respondents are being taken attitude survey by Sainsburys management where 31% (23 out of 74) indicated they were never being joined in attitude survey by their managers.

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Question Number Twelve:I think Sainsbury is one of the finest employers in UK and here I am working with my dignity and I feel proud to work for Sainsbury.

80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00%

75.68%

9.46% 2.70% Strongly Agree Agree Not Sure

5.41%

6.75%

Disagree

Strongly Disagree

Percentage

Figure 4-17: Respondent's Opinion about Sainsbury as an employer

Findings: The above figure indicates that, 63 respondents (About 85% of respondents) are agreed and strongly agree with this statement. 9 people (About 12%) are disagreeing and strongly disagree with this statement where only 2.70% (2 out of 74) are not sure about this statement.

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Question Number Thirteen: How would you rank Sainsburys Cultural diversity management in the scale of 5 (5 Highest, 0 Lowest)?49% 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Five (5) Four (4) Three (3) Two (2) One (1) Zero (0) 3% 3% 1% 16% 28%

Figure 4-18: Ranking of Sainsbury's Diversity Management by Respondents

Findings: The aim of this question was to identify employees view on Sainsburys cultural management. From the above chart we can see that, 49% (36 out of 74) respondents had given highest rank, 21 people given four, 12 (16%) considered three, 4 person (about 6%) respondents think Sainsbury should get two or one and only one respondent think Sainsbury has lowest quality of cultural diversity management. On average 74 respondents ranked Sainsburys diversity on 4.135 in the scale of 5. So far, 4.135 in the scale of 5 is good rank in term of diversity management but to be a best place for multicultural workforce Sainsbury should concentrate more on diversity management.

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Question Number Fourteen: Is there anything else would you like to add?The author found four notes from questionnaires; they are shown bellow as stated in the questionnaires form: One of the respondents talked about diversity and cultural awareness training. According to that respondent- Sainsbury did not provide any training on diversity and cultural awareness separately but they talked about in store diversity and cultural diversity in our induction. A respondents from India talked about discrimination in the store, he said that- my manager is from UK, to the manager Asian people like us is not valued that much as people from this country and Europe. Another respondent think that people from this country are getting promotion quickly and they are not getting valued depends on efficiency. One of the respondents talked about taking holidays in their religious festival. According to that respondents- I requested for one week holiday in my last religious festival but i did not get it because there were shortage of staff and I am not happy with the management because of this.

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4.2.2

Findings from the Interview

Interview for this research was taken from three managers from different stores. Interviewees were informed the type of interview and research. The author provided constant form (See Appendix 3) to the interviewees mentioning all ethical purpose with authors signature. Three managers from different stores participated in this research. They were requested to allow author to show their name on the research but only Shantanu Mishra from Pinner were agreed to show his name and other two managers did not allow it. So, the author showed only Mishras name in interview findings and other managers named were not shown for ethical purpose. Below the findings from interview has been shown: Question Number One: Would you please illustrate Sainsburys diversity policies? One of the interviewees mentions that- Sainsburys is practicing diversity policies from very long time. I think Sainsburys is the best example for implementing workforce diversity policies. Our diversity policy is very important part of our business strategy. We dont care about age, ethnic, sex or other diversity factors during staff recruitment process. Even we are recruiting older people how is under 65 without any doubt. If you go to our website, you will see that, we have a separate page called equality, diversity and inclusion. We have a strong recruitment process, where we dont see how old the applicant is or where he is from is. We just want to see how he can perform or what his quality is. According to Mishra- as you know, we are practicing diversity policies from the beginning of this company. We follow our diversity policies from recruiting staffs. As we have a huge diverse workforce, we must follow great diversity policies. If I need to talk about our diversity policies, I would say: We dont take any unfair decision, we never discriminate people by their culture, nationality, age, sex orientation and other things. We managers always need to treat every employee fairly. A huge diverse workforce also helps us in many ways. We can understand employees culture and it helps to understand our customers. Question Number Two: What are the objectives of Sainsburys diversity policies? According to the first interviewees: The objectives of Sainsburys diversity policies are; to create a good working environment, to have a qualified workforce, to make workers happy in the workplace, to reduce absenteeism, to ensure respect and dignity at work, to implement Sainsburys business strategy, to make Sainsburys the first choice of workers.

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Question Number Three: How Sainsbury is managing Cultural Diversity? Mishra indicates that Sainsburys has employees from different culture. London is a multicultural city; as a result, we have workers from different cultures and religions. This is very important for us to manage cultural diversity in our store. We have employees from Asia, Africa and Europe and they have different culture. If you specially talk about Indian, Bangladeshi and Pakistani culture, they are all most same. Their culture mainly affected by their religions. Employees from these countries want holidays and other facilities in this special cultural programme and we are very conscious about it. In Muslims fasting time we try to give Muslim employees brake on their time of fasting brake and they also need holidays in their festival and we try to manage rota on the basis of their festival. Same as Hindu people also needs holidays on their festival and we manage it. Same action we apply people from other cultures. One thing need to mention, we keep Halal food in our staff canteen, as people from Africa, middle east and other Muslim countries eat only Halal food, on the other hand, we also have vegetarian option in our canteen so that employees would not feel down in heir break. Question Number Four: In your view, how Sainsburys diversity policy is supporting business needs and goals? One of the interviewees indicates that- Sainsbury is one of the biggest retail in UK. We always value our customers. As London is the multicultural city, we have customers from different culture and nations. This is our business strategy to fulfil demands of every customer. We need to make sure that, we have every product for people. Diverse workforce helps us to understand people from different countries and cultures. We can know how to treat people nicely from different cultures and the way of communication. Another Interviewee mentions that- Diverse workforce is important for diverse customers. We have to deal with customers from different cultures and multicultural workers help us to deal with them. If you can see we have different sections for Asian and African people. We also have Halal section in our store. We got all this idea from our employees from different cultures and it is very effective as we have a good number of customers from Asia and Africa.

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Question Number Five: How management is creating cultural awareness among the employees? Sainsbury has a good process to make cultural awarnees among the employees. One of the interviewees states that- in induction and training we show employees some video on cultural diversity in Sainsbury. We let them know how importance the diversity is to us to deal with customers need. After training seasons, we talk with the employees personally to help them to utilize the cultural diversity. Question Number Six: Is there any diversity training for employees? If you have than would you please explain about it? According to the first interviewee- we are not providing any training and workout on diversity separately to the employees but we are providing information to the employees in their work training and induction processes. According to Mishra- Our supervisors and managers are in charge to implement our diversity policies. We are not providing diversity training to the store worker but managers have training on it and managers and supervisors are responsible to manage our workforce diversity. Question Number Seven: How do you audit and assess of further needs in diversity policies and how you evaluate the progress of the diversity initiatives? All of the interviewees states that- Sainsburys do a survey after a period of time to assess the further needs in diversity policies and to evaluate the progress of diversity initiatives. In addition information from learning season and work time listening also help in this regard. Question Number Eight: Are the employees treated fairly? Mishra states that- I am very confident that, employees in every level are treated fairly