To read the full version of this content please select one of the options below:

Pakistani model of diversity management: rediscovering Jinnah's vision

Jawad Syed (University of Kent, Canterbury, UK)

International Journal of Sociology and Social Policy

ISSN: 0144-333X

Article publication date: 25 April 2008

Abstract

Purpose

The paper endeavours to propose a Pakistani model of diversity management that is consistent with Pakistan's unique culture and socio‐political context.

Design/methodology/approach

The paper offers an analysis of the speeches and ideology of Muhammad Ali Jinnah, the founder of Pakistan, in an attempt to outline his vision of diversity and equality of opportunities in Pakistani society.

Findings

The analysis identifies four key dimensions of Jinnah's vision: first, democratisation ensuring the participation of all groups of people in socio‐economic and political spheres of life. Second, an egalitarian version of Islam, considered consistent with the principles of social justice and equal opportunity. Third, the implementation of a strict rule of law with no room for favouritism and discrimination. And fourth, special protective measures for minorities, women and other disadvantaged groups. The four dimensions are on the whole inclined towards a social case of diversity management.

Practical implications

A diversity management model based on Jinnah's principles may help Pakistani organisations to more effectively manage the country's diverse human resources. With its focus on Islamic egalitarian principles, the model may also be useful for diversity management in other Muslim majority countries.

Originality/value

The concept of diversity management remains largely unexplored in Islamic society. In this respect, the paper offers a unique socio‐economic perspective of the population and workforce diversity.

Keywords

Citation

Syed, J. (2008), "Pakistani model of diversity management: rediscovering Jinnah's vision", International Journal of Sociology and Social Policy, Vol. 28 No. 3/4, pp. 100-113. https://doi.org/10.1108/01443330810862179

Publisher

:

Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited