Managing workforce diversity: macro and micro level HR implications of network analysis

Abstract

Public policy which controls and seeks to correct employment discrimination is now in its fourth decade in the USA. Organizations have made strides in complying with such policies through their hiring practices and in employee development and training programmes. While laws such as the Civil Rights Act and programmes such as EEO and AA have high aims and lofty claims, in practice they miss the mark in organizations. Research indicates that the nature of the work relationship is constrained by both network and hierarchical forms of organization. Suggests that policy is predicated only on the latter and that innovation may lie in the former. Finds that understanding and managing the networks in organizations may be used to augment existing programmes in achieving non‐discriminatory or “fair” employment practices.

Citation

Stephenson, K. and Lewin, D. (1996), "Managing workforce diversity: macro and micro level HR implications of network analysis", International Journal of Manpower, Vol. 17 No. 4/5, pp. 168-196. https://doi.org/10.1108/01437729610127587