Nonconsequential to business success, or actually detrimental by creativity conflict, and decreasing productivity is seen by other accounts as a view of diversity, (Herring, 2009). Only geographical separated cultures do not imply a diverse culture, but can also include ethnic, class, professional or organizational cultures, (Slater, Weigand and Zwirlein, 2008). Using a narrow view of gender and race diversity would result in an incomplete transformation of organizational culture, (Thomas, 1992). Considered different in some way from traditional members, “diversity” is generally referred to policies and practices that seek to include the people that are considered different, however, centrally it aims to create an inclusive culture that values and uses the talent of all would-be members, (Herring, 2009).

The equality act 2010 defines discrimination by treating someone unfairly because one of their characteristics, a claim under the act could result in an organization being taken to court and sued. The mix of anti-discrimination and equality laws to streamline and bring together existing protection into a place were the reasons behind the 2010 act (Gov.uk, 2018).

Organizations have understood that diversity alone is not a guarantee of success, but in need of a proactive diversity management strategy, (Brazzel, 2013). If diversity is seen as a program, rather than an organizational commitment that will produce superior business results, then costs of diversity are more likely to outweigh its benefits, (Slater, Weigand and Zwirlein, 2008). When little is done to value diversity, minorities are apt to develop negative workplace affect, (AVERY et al., 2007). To create an empowered workforce, acceptance, tolerance, and understanding of diversity are not enough; diversity management is needed to empower diverse groups to reach their full potential, (Thomas, 1992). Organizations are required to engage and motivate an increasingly diverse workplace, due to the evolving demographic landscape, (Block and Noumair, 2017). A narrow definition of diversity management is the commitment on the part of organizations to recruit, retain, reward, and promote minority and female employees, (Ivancevich and Gilbert, 2000). To truly capitalize on the potential return on racial and ethnic heterogeneity, firms must commit resources to manage diversity more effectively, (AVERY et al., 2007). By bringing previously excluded groups into the box, diversity is related to business success, because it allows companies to “think outside the box”, which therefore enhances creativity, problem-solving and