Diversity Dynamics in the Workplace

Citation

Kamenou, N. (2006), "Diversity Dynamics in the Workplace", Equal Opportunities International, Vol. 25 No. 3, pp. 226-228. https://doi.org/10.1108/02610150610687881

In this book, Thomas engages with the very important and topical area of diversity management. This text would be useful to both readers coming to this literature for the first time and to readers within the diversity management field. It is a US text where diversity is now considered a more mainstream management topic, though some areas within the diversity literature are still relatively under‐researched. Non‐US readers may find that some chapters are not relevant to their situation and geographical location. For example, Thomas discusses US legislation in detail but there is no attempt to state any differences or draw comparisons to other nations. The categorisation of ethnic groups is also US‐specific, i.e. African American, Hispanic American etc. Despite this shortcoming, the book provides a very well thought of and detailed discussion on social groups’ experiences and offers many valuable lessons which are universal and cut across locations and nationalities.

Although Thomas touches upon the experiences of different social groups, she focuses her discussion on women, minority ethnic groups and gay and lesbian groups. Where Thomas adds a unique perspective is in her specific approach of going through key management theories and models and directly linking them to diversity issues. As she argues herself, in most organisational studies readings, diversity comes at the end, as one of the final chapters to caution readers to acknowledge diversity “as an afterthought” (p. viii).

The book is well structured with clear guide posting and the chapters are both thorough and concise. Thomas places herself as an active actor in the book, using first person language which is refreshing and engaging. Each chapter provides a clear and concise conclusion and a discussion items section which can be very useful, especially for students who can explore some key issues in more detail. The diversity in practice and diversity case sections provide realistic examples of diversity in organisations and require critical thinking and analysis.

Chapter 1 provides a useful overview of diversity issues, touching upon ethnicity and race, gender, sexuality, disability and age. The challenges “leading modern organisations” (p. 2) are facing are explored, with a useful background provided on some key issues, such as: the changing demographics; legal and ethical issues; and, providing appropriate services and products to a diverse market. Thomas introduces some key areas in the study of work and organisations, such as selection and placement, training and development, organisational development, performance management and quality of work life. The author introduces diversity in each of these areas in an innovative way. For example, in terms of training and development, Thomas discusses the need to “consider differences in the opportunities for training and development that may exist for members of different demographic groups” (p. 5).

Chapter 2 explores the issues organisations face in attracting and recruiting the best candidates in a dynamic and changing economy. A useful discussion is provided on two key theories of organisational behaviour (Kanter's model of homosocial reproduction and Schneider's attraction‐selection‐attrition cycle) and these models are utilised by linking diversity to recruitment and organisational effectiveness. The author brings a different perspective to mainstream recruitment literature as she focuses on organisational attempts to engage in impression management in order to sell themselves as organisations that value and promote diversity.

Chapter 3 presents a discussion on the regulatory environment, covering legislation and court cases within the diversity management field. As the book has a US perspective, the emphasis is on US legislation and cases and is therefore not strictly relevant to a non‐US audience.

In chapter 4, Thomas proceeds to explore organisational attempts to socialise and train new employees, examining this process through diversity lenses. The author focuses on newcomers who are different (p. 53) from the dominant and often male, white and heterosexual, culture. Thomas acknowledges both structural issues but also the agency of individuals in her analysis and she places the newcomers as central in the socialisation process by acknowledging them as active agents within the structures and cultures of organisations.

Chapter 5 engages with the specific issues workers from diverse backgrounds face in attempting to develop and progress in their careers. The author provides a useful outline of some key factors in career development, such as the importance of mentoring and networking, stereotyping and being perceived as the other. The focus is placed on women and “people of color”. It would have been useful to look at other social groups alongside the former two, whose experiences are quite under‐researched, such as older workers, disabled groups and gay and bisexual groups. The author also looks at external barriers to career development, such as occupational segregation and the lack of social integration. This is a very informative chapter which touches upon a variety of themes which can affect career development and progression.

Chapter 6 deals with the importance of group dynamics within the context of a diverse workforce. Thomas explores the benefits but also the challenges entailed when organisations are made up from people from diverse backgrounds. A number of relevant theories which attempt to explain dysfunction within diverse groups are explored, namely: social identity theory; relational demography; legacy effects; stereotyping etc. This discussion is well informed and concise and it explores some key issues faced by diverse work groups in organisations today.

In chapter 7, Thomas examines issues around conflict in relation to managing a diverse workforce. There are clear links between this and the last three chapters and a broader picture of organisational life in diverse settings is beginning to unfold. Some focus is placed on whether conflict can be positive and how it can be constructively managed. It is argued that work group diversity can also increase diversity conflict (p. 111) and some key “triggers of diversity conflict” (p. 117) are discussed. Suggestions for reducing inter‐group conflict are also presented and although useful this section is somewhat prescriptive.

Chapter 8 explores stress in diverse organisational settings and Thomas provides an informative overview of the sources of stresses. This is again placed within the diversity management field, where new types or sources of stress can emerge when working and interacting with a diverse group of individuals. The author focuses mainly on the experiences of stress for women and minority groups and argues that they both face unique stressors such as stereotyping and tokenism.

Chapter 9 starts with a brief introduction to the area of leadership and the author then takes an innovative approach by focusing on the glass ceiling as a barrier to leadership for ethnic minorities and women. It is argued that leadership is a fundamental factor in the success of diversity initiatives as commitment from the top indicates real dedication to equality. Barriers caused by the glass ceiling are discussed and suggested explanations are offered for its presence. Thomas raises an important issue by stating that “having leaders who look like and who represent different demographic groups is not any guarantee that those individuals will be successful in leading others different from themselves” (p. 159). There are, therefore, key issues to be addressed in terms of leading across culture, gender, sexuality etc. and different approaches to identifying and developing multicultural leadership are explored.

Chapters 10 and 11 look at the diversity orientations of organisations and individuals, respectively. These two chapters investigate different models of diversity perspectives from an organisational and an individual side, i.e. how they “act and think when it comes to diversity” (p. 180). The discussions presented are thought provoking and go deeper than the more general discussions on organisational diversity initiatives and individual strategies as they address issues of identity and acculturation.

The concluding chapter, Chapter 12, explores strategies for success for diverse groups in organisations and highlights the central themes emerging throughout the text. This chapter has some relevant advice to offer but it is sometimes prescriptive and is less critical and engaging that then rest of the book.

The value of this book mainly lies in the unique way Thomas presents and analyses issues of diversity within mainstream organisational literature. She goes deeper and brings in discussions from anthropology and sociology which add great value to the study of diverse groups of employees and their experiences and positions in organisations. This text will be particularly valuable to students who are engaging with diversity and equality literature for the first time. At the same time, academics in the area will also gain from reading this book due to its innovative approach and breadth of discussions across different fields and disciplines.