The purpose of this paper is to argue that diversity management (DM) interventions, underpinned by principles of justice and fairness, create a powerful force that drives sustainable outcomes. Further, the authors argue that justice and fairness should be embedded at the core of DM.
A qualitative case study methodology was used to ascertain how four organizations approached critical issues regarding diversity. Justice and fairness principles were used as a framework to evaluate each organization’s DM interventions. Different approaches adopted by the case study organizations were compared using a cross-case analysis.
Justice and fairness principles provide a useful framework to evaluate DM interventions. The findings show that justice and fairness principles have an effect across the continuum of DM, including identifying dimensions of diversity, executing DM programs and realizing outcomes of DM.
The current study is limited to four case studies using qualitative methods.
The findings demonstrate the importance of integrating justice and fairness benchmarks when implementing DM programs.
The findings shed light on the link between DM and justice and fairness, an area lacking empirical studies. It also presents a new area for empirical enquiry—the application of social justice principles in evaluating organizational interventions in DM.
Dahanayake, P., Rajendran, D., Selvarajah, C. and Ballantyne, G. (2018), "Justice and fairness in the workplace: a trajectory for managing diversity", Equality, Diversity and Inclusion, Vol. 37 No. 5, pp. 470-490. https://doi.org/10.1108/EDI-11-2016-0105Download as .RIS
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