Moral implications are more long lasting in an organisation that practices diversity management, but business implications are also long lasting but needs to be maintained throughout. When an organisation is considering offering equal treatment to a diverse workforce, it is deciding to act morally and being morally responsible, and it may or may to have any business goals to consider from such activities. However, the same practice when considered from a business perspective, it may have a desired goal that it quantifies from the practice of diversity management (Mullins, 2007). For example, when an organisation decides to fill their vacancy by inviting a large and diverse workforce, it may have a hidden goal that by inviting and filling a diverse workforce it may invite more diverse customer base to the company from which they can make more profits. This is a business case for managing diversity, but when the organisation decides to have a diverse work force even though the workforce is not going to fulfil their organisation goal, it can be seen as a moral responsibility and it simply desires to fulfil and oblige by its moral obligations without any business interest. Citing an interesting example of a diversity statement of ANZ bank in Australia which is as follows:
“We believe in the inherent strength of a vibrant, diverse and inclusive workforce where the backgrounds, perspectives and life experiences of our people help us to forge strong connections with all our customers, innovate and make better decisions for our business. Our people have the opportunity to learn and progress with us, regardless of gender, age, ethnicity, cultural background, disability, religion and sexual orientation and professional background”. (Anz.com, 2015). It seems that the diversity statement of the bank is more inclined towards a business goal of attending to a diverse customer base through their diverse workforce.