Aboriginal and Torres Strait Islanders (ATSI)
, 95
Aboriginal Business and Entrepreneurship Development (ABED)
, 360
Aboriginal Peoples of Canada
, 362–365
Accommodation
, 287
of diversity
, 144
Acurio, Gaston
, 15, 158–160, 167–170
Affirmative action (AA)
, 23, 28–29, 31, 37, 198, 201, 316
in India
, 314–316
legislation
, 87
paradigm
, 45
regulations
, 210
solution to Indian Caste System
, 316–317
Afghanistan
, 374, 378
conditioning and diversity
, 379–381
cultural dimensions
, 379
and culture
, 377–379
developments and challenges in
, 376–377
diversity and cultural competency
, 375–376
flag
, 378
implications, reflections, and suggestions
, 381–386
leaders
, 381–382
leaders and government officials
, 384
policymakers
, 380
thinking interdependently
, 386–387
African–Peruvian culture
, 158
Age
, 222–223
age-based discrimination
, 90
ceilings
, 26
competing logics in age diversity management
, 33–35
dimension
, 22, 23
discrimination
, 26
diversity
, 26–27, 332
equality
, 336
floors
, 26
Vodafone on
, 229
Alternative work arrangements
, 69
Anarchy, State and Utopia (Nozick)
, 9
ANOVA with Tukey’s Test for nonadditivity test
, 244, 247
Anti-discriminatory discourse
, 92, 287, 300
Antidiscrimination
, 240
law
, 219
legislation
, 88, 96, 283, 286–287
strategies
, 243
tendency communication policy
, 249
“Aquarium management”, threat of
, 211
Asian Perspective Women Matter Research
, 335
Australia
, 86
D&I practitioners
, 86–87
HR function and D&I role
, 90–92
implications of Australian approach to D&I
, 94–95
literature on D&I specialists
, 92–93
regulatory framework in
, 87–90
shift D&I forward
, 95–98
Australian Human Resources Institute (AHRI)
, 89
Australian Stock Exchange
, 89
Authenticity
, 119
Jesuit Refugee Service Slovenia case, diversity management dimensions in
, 131
Skuhna case, diversity management dimensions in
, 126
C-level positions
, 184
in Venezuelan Banking sector
, 185–186
Canadian Constitution
, 363
Canadian National Context
, 361
Aboriginal Peoples of Canada
, 362–364
financial dimension of IE
, 365–366
IE research area
, 361–362
political dimension of IE
, 365
sociocultural dimension of IE
, 364–365
Capitalism, Socialism and Democracy
, 9
Career development arguments
, 191
Caribbean Development Research Services
, 297
Caste
, 307–308, 314
affirmative action in India
, 314–316
affirmative action solution to Indian Caste System
, 316–317
caste-based affirmative action
, 317
Central Bank of Nigeria
, 32
Central government employees
, 315n10
Central Public Sector Enterprises (CPSEs)
, 310–311
Chairman’s Leadership Award for Diversity (CLAD 2011)
, 71
Chief Human Resource Officers (CHRO)
, 313
CIA World Factbook
, 52, 222
Citizen sector (see Private sector)
Coco-Mat
, 231–232
on diversity
, 233–234
Code of Business Conduct and Ethics
, 345
“#CodeLikeAGirl” program
, 229
Coercive isomorphism
, 178, 180–181, 184, 186
Collectivist society
, 298
Colonization process
, 360, 363
“Common culture transformation” project
, 77
Commonwealth Caribbean
, 282, 284–285, 292
Companies
approaches
, 343–345
diversity management performance indicators and measures
, 351
diversity management practices
, 346
educational background
, 348–349
employee care
, 349–350
employees with disabilities
, 347
external and internal pressures for diversity in
, 341–343
foreign employees
, 346–347
recruitment and selection
, 346
training and development
, 347–348
Competence(s)
, 207, 211, 282–283
Competing logics
in managing age diversity
, 33–35
in managing ethnic diversity
, 29–32
in managing inequality due to HIV/AIDS status
, 35–36
in managing religious diversity
, 32–33
of workplace diversity in Nigeria
, 28–30
Compliance-based responses and sanctions
, 46
Component analysis of items on questionnaire
, 264
of diversity and inclusion in workplace
, 264–266
of equal opportunity and inclusion in workplace
, 268–271
of strength of DIWP
, 267–268
of workplace issues on discrimination
, 271–274
Comprehensive method
, 282–283
Contours of diversity
, 307–324
Corporate Citizenship Report
, 108
“Corporate crusader” model
, 15, 98
Corporate Social Responsibility (CSR)
, 110, 219, 339
Critical case sampling approach
, 27–28
Cronbach’s Alpha based on standardized items (CAlphaSI)
, 244, 246
Cultural/culture
, 160–163, 376
Afghanistan and
, 377–379
ally
, 376
analysis of macro-environment
, 13
change
, 61
club
, 112
competency
, 375–376
culturally diverse
, 22
diversity in management
, 12–13, 198
influence
, 297–299
Taiwan’s cultural context
, 336–337
Czech Republic (CR)
, 104–105
diversity management in
, 104, 106
ethnic diversity in
, 106–107
methodology
, 108
problem statement and literature review
, 105–106
results
, 108–113
Czechoslovakia (see Czech Republic (CR))
Decision-makers
findings or results with implications for
, 55
implications for
, 170–171
Decision-makers
, 341
companies approaches and leadership attitude toward diversity
, 343–345
external and internal pressures for diversity in companies
, 341–343
“Declaration on Equality at Work”
, 79
Deloitte Human Capital Trends (2017)
, 307
Demographic(s)
, 67
characteristics
, 333
respondents
, 256
statistics of respondents of question
, 256–257
Departure characteristics
, 5
Developmental change strategies
, 147–148
Dimension validity test
, 244–245
Directive level, gender issues in
, 184–185
Disability
, 23, 54, 224–225, 283, 291, 294–295, 307, 311, 319–320
Indian perspective on
, 312–313
law
, 313
meaning
, 312
Disadvantaged groups in Australia
, 95
Discrimination
, 88, 145, 219, 282, 286–287, 314–315
laws
, 383
reduction and elimination
, 383
by victimization
, 287
in workplace
, 247–249
Discrimination-and-fairness approach
, 23, 144
Diverse manpower demography
, 240
Diverse workforce
, 12, 375
Diversity
, 2, 8–9, 22, 23, 43, 60, 66, 109, 141–143, 145, 177, 198–201, 204–206, 247–249, 306–307, 333–334
in Afghanistan
, 375–376, 379–381
benefits
, 209
caste
, 307–308
climate
, 68
Coco-Mat on
, 233–234
companies
, 210
consciousness
, 382
contours
, 307
disability
, 311–313
education
, 120
events
, 111
gender
, 308–311
implications for diversity policy and practice
, 36–37
literature review
, 307
multigenerational diversity
, 313–314
organizational evidences from India
, 314–324
professionals
, 37
Diversity and equality management system approach (DEMS approach)
, 200
Diversity and inclusion project (D&I project)
, 86, 88–89, 95–96, 98
HR function and D&I role
, 90–92
implications of Australian approach to
, 94–95
initiatives
, 319
practitioners
, 86–87
Diversity Council (DC)
, 109
Diversity Council of Australia (DCA)
, 88–89
Diversity in Workforce Award and External Partnership Development Award
, 77
Diversity in workplace (DIWP)
, 12, 267–274
Diversity Index (2014)
, 199, 209
Diversity management (DM)
, 2, 11, 45, 92–93, 198–207, 212, 218, 240, 333, 353
in Afghanistan
, 374–387
in Australia
, 86–98
awareness
, 132
in CR
, 104–113
cultural diversity in management
, 12–13
entrepreneurial immigrants
, 6–7
EU perspective
, 10
in Greece
, 218–234
ILO perspective
, 10–11
immigrant workers
, 5
India
, 305–325
labor immigrants
, 5–6
labor market impacts of immigration
, 7–8
migratory process and formation of ethnic minorities
, 2–5
in Nigeria
, 23–37
Nigeria banking sector
, 239–250, 253–280
performance indicators and measures
, 351
in Polish companies
, 199
practices
, 208
practitioners and researchers
, 353
professional immigrants
, 6
refugees and asylees
, 7
in Slovenia
, 118–135
in South African HEIs
, 140–153
in sustainability reports
, 66–80
T&T
, 281–299
in Taiwan
, 331–353
UAE
, 42–61
UN perspective
, 8–9
“Divide and conquer” strategy
, 374, 381
Dow Jones Sustainability World Index (DJSI)
, 339
Dubai Chamber of Commerce Center
, 43
Durbin–Watson Statistics (DW Statistics)
, 247
Early Liberalization Generation (1992–2001)
, 313–314
Education/educational
, 287
background for employee
, 348–349
and employment status of women in India
, 309–311
infrastructure policymakers
, 375
Electronic Industry Citizenship Coalition (EICC)
, 342
Employee diversity
, 341–342
Employee First and Client Second 2. 0 (EFCS 2. 0)
, 323–324
“Employee satisfaction”
, 232–233
“Employee Work Rules”
, 345, 348
Employees with disability (EWD)
, 319–320, 347
Employment
, 10–11, 51, 287
of Emiratis
, 57
renewable short-term
, 57
security
, 35–36
status of women in India
, 309–311
Entrepreneurial immigrants
, 6–7
Entrepreneurship
, 364, 367
Equal Employment Opportunity (EEO)
, 88, 198, 200
regulations
, 210
Equal opportunities
, 200, 247–249
based on gender
, 57
Equal Opportunity Act (2000)
, 284–285
Equal Opportunity Commission
, 287
Equal Opportunity Model Certificate
, 79
Equality
, 8–9, 88, 218
in Nigeria
, 23–24
Equality of Opportunity and Treatment in Employment and Occupation (2000)
, 284–285
Equality Opportunity Act (EO Act)
, 287–288
Equity
, 141, 152
gender
, 181
groups
, 89
“Equity at work” declaration
, 76
“Essential dimension”
, 118, 134
Ethical corporate Management Best Practice Principles
, 344
Ethnic diversity
, 23, 53
competing logics in management
, 29–32
in CR
, 106–107
Ethnic representation institutionalization
, 29–32
Ethnically diverse culture
, 22
Eurobarometer
, 223, 231–232
European Atomic Energy Community (Euratom)
, 10
European Coal and Steel Community (ECSC)
, 10
European Economic Community (EEC)
, 10
European Union (EU)
, 10, 104, 218
Europe’s Erasmus + project
, 119–120
Exclusion due to HIV/AIDS status
, 27
External pressures for diversity in companies
, 341–343
Extraction method of principal component analysis (EMPCA)
, 246
Gastrodiplomacy
, 167–168, 171
Gastronomy as national identity element
, 159
culture and
, 160–163
implications for managers and decision-makers
, 170–171
limitations
, 171–172
methodology or research design
, 170
problem statement and literature review
, 159–170
Gender
, 52–53, 241, 307, 308, 317–319
contextual review
, 181–185
dimension
, 23
distribution
, 186–187
education and employment status of women in India
, 309–311
equality
, 176, 179, 220
findings and results with implications
, 186–189
gendered Indian social context
, 308–309
institutional and legal reforms relating to gender equality
, 181–184
isomorphism
, 188
issues in directive and upper-management level
, 184–185
limitations
, 189–192
literature review
, 179–181
methodology and research design
, 185–186
theoretical framework
, 177–179
Vodafone on
, 227–228
Gender Equality Index
, 220
Generation
, 51–52, 59–60, 307, 313–314
Generational diversity
in Indian workplace
, 321–322
at workplace, study
, 320–321
Global economic forces
, 91
Global Gender Gap (2017)
, 176
Global Reporting Initiative (GRI)
, 66, 70–71
Government inclusion
, 22–23, 29, 243
Greece, diversity management in
, 218–219
age
, 222–223
Coco-Mat
, 231–234
disability
, 224–225
discrimination
, 219
ethnic origin and religious beliefs
, 221–222
gender
, 219
methodology
, 225–226
open and sustainable culture
, 232–233
sexual orientation
, 223–224
Vodafone
, 226–231
Greek Jewish community
, 222
Grounded theory approach
, 55
Group Employee Engagement Survey Implementation Guidelines
, 351
Group initiative program
, 228
HCL technologies
, 318, 323–324
Health, Safety, Environment, Product Stewardship and Sustainability (HSEPS)
, 108
Heckscher–Ohlin theorem
, 7
Heterogenous relationships
, 295
High context communication (HC communication)
, 379
Higher education institutions (HEIs)
, 15, 140
challenges to diversity management at
, 145–147
diversity management at
, 143–145
practice in HEI diversity management
, 147–150
transforming
, 141
Hindu caste system
, 307–308
Historical-structuralist approach
, 2, 3
HIV/AIDS Anti-Discrimination Act (2014)
, 27
HIV/AIDS status
competing logics in managing inequality due to
, 35–36
inequality and exclusion due to
, 27
“Honey Bees Get to Be Engineers” project
, 79
Horizontal inequalities
, 24
Hotelling’s T-Squared Test “F” statistics
, 247
Human Capital Development
, 339
Human resource management (HRM)
, 69, 86, 88, 91, 241
procedures
, 69
strategy
, 352
system
, 351–352
Human resources (HR)
, 55, 91
diversity practices
, 202
function and D&I role
, 90–92
management leader
, 210
managers
, 199, 240
policy flexibility and growth
, 242
practices in DM
, 209
Human rights
, 9
human rights-related education
, 345
Iceland, gender equality in
, 179
Immigration
, 8
labor market impacts
, 7–8
Imperial Medical Centre (IMC)
, 28, 35–36
In Defence of Anarchism (Wolf)
, 9
Inclusion
, 22, 23, 93, 202, 218, 247–249, 282, 306–307, 333–334
in Afghanistan
, 374–387
of identities
, 163–167
of marginalized sectors
, 58–59
organizational initiatives for disability
, 319
vision
, 68
Inclusive diversity management
, 241
Inclusive leaders
, 119
Jesuit Refugee Service Slovenia case, diversity management in
, 132
Skuhna case, diversity management dimensions in
, 128
Inclusive workplace
, 98
discrimination policy
, 249–250
India
diversity and inclusion
, 324
diversity management in
, 305–325
from literature and practice
, 307–324
Indian Caste System, AA solution to
, 316–317
Indian peoples of Canada
, 362–363
Indian perspective on disability
, 312–313
Indian Stock Exchange
, 315–316
Indian workplace, generational diversity in
, 321–322
Indigenous Entrepreneurship (IE)
, 17, 360
in Canada
, 360
financial dimension
, 365–366
political dimension of
, 365
research area
, 361–362
sociocultural dimension
, 364–365
Indigenous groups
, 359–360, 363
Indigenous residential schools (IRS)
, 363
Inequality due to HIV/AIDS status
, 27
Infosys Women Institute of Leadership
, 319
Infosys Women’s Inclusivity Network (IWIN)
, 319
Institutional diversity
, 142–143
Institutional infrastructure policymakers
, 375
Institutional theory (IT)
, 177–178, 189, 190
Integrated Action Plan for the Social integration of Greek Gypsies
, 221
Intellectual disability
, 320
Internal pressures for diversity in companies
, 341–343
International Labor Organization (ILO)
, 10, 27, 42, 49–50, 342
International Migration Branch
, 10
perspective
, 10–11
International mobility
, 134
Internationalization
, 341–342
of higher education
, 134–135
Inuit peoples of Canada
, 362–363
IT sector in India
, 318–319
Labor
, 8
immigrants
, 5–6
labor-scarce country
, 8
market impacts of immigration
, 7–8
migration governance
, 49
Leadership
, 56–59, 61, 347–348
attitude toward diversity
, 343–345
Lean In Circles group
, 227–228
Learned behavior
, 161–162
Learning order disability
, 313
Legal reforms relating to gender equality
, 181–184
Lemon Tree Hotels (LTH)
, 319–320
Lesbian, gay, bisexual, transgender, and queer community (LGBTQ community)
, 295
Lesbian, gay, bisexual, transgender, queer or questioning, and intersex (LGBQTI)
, 86, 88–89, 95
Lesbian, gay, bisexual, transgender (LGBT)
club
, 112
events
, 230
Leveraging difference approach
, 202
Liberal political theory
, 9
“Logical generalizations”
, 28
Long-term
orientation
, 297
strategy
, 37
Longstanding health problem, basic activity difficulty (LHPAD)
, 224
Low-context communication (LC communication)
, 379
Macro-environment, cultural analysis of
, 13
Macro-level phenomena
, 45
Macro-national factor
, 332
Make a Difference Ltd (MAD Ltd)
, 323–324
Managers
, 50, 385
companies approaches and leadership attitude toward diversity
, 343–345
and decision-makers
, 341
external and internal pressures for diversity in companies
, 341–343
findings or results with implications for
, 55
implication for
, 170–171, 250
Mariano Valderrama
, 160, 166, 168
Marxist political economy
, 3
Maternity Benefit (Amendment) Act (2017)
, 317–318
Maternity Benefit Act (1961)
, 317–318, 324–325
Mediocrity in workplace
, 32
Mentoring
initiatives
, 69
programs
, 69
Merit-based recruitment and selection
, 346
Meritocracy building
, 29–32
Meso-organizational factor
, 332
Metis peoples of Canada
, 362–363
Micro-individual factor
, 332
Micro-small and medium enterprises (MSMEs)
, 324–325
Migratory/migration
, 3, 5
offers
, 3
chains
, 4
movement
, 4
process
, 2–5
system theory
, 2, 3–4
Ministerial Resolution No. 788 (2009)
, 47–48
Ministry of Community Development
, 54
Ministry of Education
, 79
Ministry of Human Resources and Emiratization (MoHR)
, 47
Ministry of Social Affairs
, 54
Ministry of Treasury
, 205
“Mistura”, gastronomic fair
, 167
Mixed model between public and private entities
, 184–185
Mujahideen (see “Freedom fighters”)
Multi-National Corporations (MNCs)
, 318
Multiculturalism
, 8–9, 43
Multigenerational diversity
, 313–314, 320
generational diversity in Indian workplace
, 321–322
HCL technologies
, 323–324
study generational diversity at workplace
, 320–321
Multinational companies
, 58
Muslim-friendly holiday destination
, 336
National anti-discrimination legal framework
, 22
National Association of Software and Service Companies (NASSCOM)
, 309–310
National Commission for Enterprises in Unorganised Sector
, 310n6
National Development Council (NDC)
, 335
National legal framework
, 23
Negative
behavior
, 145
synergy
, 380
Neo-institutional theory
, 178
Neoclassical economic equilibrium theory
, 2, 3
Neoclassical trade theory
, 7
Network of People Living with HIV and AIDS in Nigeria (NEPWHAN)
, 36
Networking and visibility
, 119
Jesuit Refugee Service Slovenia case
, 131
Skuhna case
, 127
New Zealander approach
, 180
Nicaragua in Central America
, 179
Nigeria
, 22
age diversity
, 26–27
age diversity, competing logics in managing
, 33–35
banking system
, 240–241
competing logics of workplace diversity in
, 28–30
diversity management
, 243
ethnic diversity
, 24–25
ethnic diversity, competing logics in managing
, 29–32
implications for diversity policy and practice
, 36–37
importance of country, religion, ethnicity in life
, 25
inequality and exclusion due to HIV/AIDS status
, 27
inequality due to HIV/AIDS status, competing logics in managing
, 35–36
institutional and organizational context of equality and DM in
, 23–24
religious diversity
, 25–26
religious diversity, competing logics in managing
, 32–33
research design and approach
, 27–28
Nigeria banking sector
areas of further research
, 250
component analysis of items on questionnaire
, 264–274
demographic statistics of respondents of question
, 256–257
dimension validity test
, 244–245
diversity, inclusion, equal opportunity and discrimination
, 247–249
diversity management
, 240
findings
, 249–250
implication for managers
, 250
literature review
, 241–244
methodology
, 244
questionnaire
, 253–255
regression analysis of component of diversity management
, 275–280
regression test
, 245
results
, 246
scale reliability and factor dimension reduction test
, 246–247
validity and reliability of items on questionnaire
, 258–263
Nigerian National Petroleum Corporation (NNPC)
, 28, 30–31
Non-discriminatory recruitment
, 346
Non-essentialist reconceptualization
, 243
Non-indigenous entrepreneurs
, 366
Normative isomorphism
, 178
Not Too Young To Run (NTYTR)
, 28
Bill
, 34–35
movement
, 34
organization
, 26
Office of UN Secretary-General’s Envoy on Youth
, 26
OHSAS 18001 standard
, 108
Online International Labor Migration Database
, 10
Opportunity Deprived Indians (ODIs)
, 319–320
Ordinary Least Square regressions
, 245
Organizational/organizations
, 56, 59, 67, 200
argument
, 191
cultural change
, 240–241
culture of institution
, 143
diversity programs
, 88
initiatives for disability inclusion
, 319
policies
, 249
productivity
, 317
Organizational evidences from India
, 314
caste
, 314–317
disability
, 319–320
gender
, 317–319
multigenerational diversity
, 320–324
Orthopedically handicapped (OH)
, 320
Other Backward Class (OBC)
, 308
Other definition, ethnic minority
, 5
“Oversimplification of problem of inequality”
, 285
Passive discrimination
, 308
People Engagement Council (PEC)
, 110
People with hearing impairment
, 312
People’s National Movement (PNM)
, 292
Person for others project
, 134
Persons with Disability (PwD)
, 306–307, 312–313
Peru(vian)
, 159, 164–165
brand
, 168
case
, 168
cuisine
, 171–172
culinary nationalism
, 165
culture
, 163–167, 170
food
, 158, 165
gastronomic boom
, 165–166, 171
gastronomy
, 158–159, 169–171
government
, 168
mestizo food
, 158
national brand strategy
, 167–168
national culture and identity
, 164
society
, 164
Peruvian Gastronomy Association (APEGA)
, 167–168
Peruvian National Institute of Culture
, 165
Plan-Do-Check-Action approach
, 345
Plateaued Growth Generation (2007–2012)
, 313–314
Poland
approaches and determinants
, 199–201
discussion, limitations, future research
, 212–213
diversity and DM in Polish context
, 204–206
DM
, 201–203
findings and implications
, 210–212
research design and results
, 206–210
Polish context, diversity and DM in
, 204–206
Polish entrepreneurs
, 209
Polish labor market
, 204, 212
Polish organizations
, 210–211
DM in
, 209
Political dimension of IE in Canada
, 365
Political Rights of Women
, 220
Pre-Hispanic monuments
, 168
Pre-liberalization Generation (Pre-1991)
, 313–314
Pre-retirement protection age
, 205–206
Preface to Democratic Theory, A (Dahl)
, 9
Prevention of Discrimination Act (1999)
, 284–285
Primary dimensions of diversity management
, 106
Private entities, mixed model between public and
, 184–185
Private/public sector dichotomy
, 45–47
Public Disclosure Platform (PDP)
, 71
Public enterprises
, 310n8
Public entities, mixed model with private and
, 184–185
Public sector
, 45–47, 310n8, 385
Public–private partnerships
, 43
Scheduled caste/scheduled tribe (SC/ST)
, 308
Semiconductor industry
, 337–338
Sexual Offences Act (1986)
, 293, 296
Sexual orientation
, 23, 223–224, 283, 291, 295–297
Vodafone on
, 229–231
Shop-floor employees
, 209
Short-term
orientation
, 297
strategy
, 37
Slovenia
, 120–121
diversity management in
, 118–119
findings with implications for managers and decision-makers
, 123–125
future research
, 132–135
Jesuit Refugee Service Slovenia best practice case
, 130–132
problem statement and literature review
, 119–120
research design
, 121–123
Skuhna best practice case
, 125–129
Social
argument
, 191
categorization
, 98
enterprise
, 362
expectations
, 97
flexibility
, 124
inclusion
, 141, 243
justice
, 244
media
, 186
model
, 312
movements
, 176, 181
scientific paradigms
, 2
standards
, 66
Social Entrepreneurship (SE)
, 362
Societal gender equity
, 77
Society of Human Resource Management (SHRM)
, 23, 322
Socio-economic
context
, 317
environment
, 314
Socio-political circumstances
, 362
Sociocultural
characteristics
, 333
dimension of IE in Canada
, 364–365
models
, 43
South African HEIs
, 140–141
defining diversity
, 141–142
diversity management at
, 150–152
suggestions for improving diversity management
, 152–153
South Korea, Inditex subsidiary in
, 180
Speech and hearing impaired (SHI)
, 320
Speech and language disability
, 313
Staff
and student diversity
, 142
sustainable inclusiveness
, 241
Standard operating procedures (SoPs)
, 320
State sector (see Public sector)
Statistical laws of migration (Ravenstein)
, 2
Stereotyping
, 145
stereotyping-based discrimination
, 98
Stolper–Samuelson theorem
, 7
Structural diversity
, 142
Surface-level diversity
, 67, 382
Sustainability reports, diversity management in
, 66–80
Sustainable culture
, 232–233
Sustainable Development Policy commitments
, 345, 348
Taiwan
case study
, 337
companies’ diversity management practices
, 346–351
context for diversity management
, 334
cultural context
, 336–337
data analysis
, 341
data collection
, 339–340
demographic and immigration trends
, 332
discussion, limitations, future research
, 351–353
economic context
, 337
implications for managers and decision-makers
, 341–345
legal and policy context
, 335–336
methodology/research design
, 337
population trends
, 334–335
problem statement and literature review
, 333–334
research questions
, 334
sample selection for case study
, 337–339
Taiwan Corporate Sustainability Awards (TCSA)
, 338
Theory of Justice, A (Rawls)
, 9
Top management team
, 13–14, 16, 339, 348–349
Top-down approach
, 383–384
Trade
, 8
barriers
, 8
unions
, 90–91
Tradition-bound Indian society
, 308–309
Traditional diversity programs
, 202
Training
, 69
activities
, 69
and development
, 347–348
identification
, 320
Transformational changes
, 144
strategies
, 148
Transitional change strategies
, 148
Travel Room project
, 111–112
Trinidad and Tobago (T&T)
, 282
background
, 283–284
cultural influence
, 297–299
disability
, 294–295
ethnic groups in T&T
, 284
legislation
, 286–291
literature review
, 284–286
race
, 291–293
religious groups in T&T
, 285
sex
, 293–294
sexual orientation
, 295–297
Truth and Reconciliation Commission of Canada (TRC)
, 363
Turkey
, 66
content of sustainability reports
, 72–75
diversity management
, 67–69
findings
, 76–80
Ford Otosan’s diversity management programs
, 76–80
methodology and research design
, 71–76
organizations in
, 67
problem statement and literature review
, 67–71
structure of sustainability reports in
, 69–71
Twenty-first-century socialism
, 176, 181
Uçan Süpürge Association
, 79
UK Higher Education Providers
, 132
United Arab Emirates (UAE)
, 14, 42
approaches to diversity management
, 44
dimensions of diversity management
, 51–55
employed population
, 49
findings or results with implications for managers and decision-makers
, 55
generation
, 59–60
government
, 56
Human Resource laws
, 42
leadership
, 56–59
limitations, future research
, 60–61
literature review
, 44–45
methodology
, 54–55
MoHR
, 49
population by nationality and proportion of non-Emiratis
, 48
private/public sector dichotomy
, 45–47
total population and estimates of proportion of non-nationals
, 48
total population and growth rate
, 47
UAE-initiated Abu Dhabi Dialogue
, 50
workforce
, 42
workforce diversity
, 47–50
workforce management
, 50–51
United National Congress (UNC)
, 292
United National Convention on Rights of Persons with Disabilities (UNCRPD)
, 313
United Nations (UN)
, 8–9, 360
General Assembly
, 11
Global Compact
, 342
Global Sustainable Development principles
, 342
Guiding Principles on Business and Human Rights
, 342
Universal Declaration of Human Rights
, 342
United Nations Development Program (UNDP)
, 26
United Nations Word Tourism Association (UNWTO)
, 168
United States (US)
, 6
DM practices in
, 202
Unity in Diversity
, 24, 306
Universal Banking, transition to
, 185
Unorganised sector
, 310n6
Upper-management level, gender issues in
, 184–185
Wage Protection System
, 47–48
Warsaw Stock Exchange Good Practices
, 205
Western-style banking services
, 33
Wipro Diversity Council
, 318
Women
, 308–309
reproductive role
, 311
Women Entrepreneurs Association
, 79
Women Equal Opportunity Law
, 184
Women of Wipro (WoW)
, 318
Women’s Empowerment Principles (WEP)
, 79
Workforce diversity
, 332
strength of
, 246
in UAE
, 47–50
Workforce management in UAE
, 50–51
Work–life balance
, 347, 349–350
Workplace diversity management in Nigeria
, 242–243
competing logics of
, 28–29
Workplace diversity strength (WPDS)
, 245, 248
World Economic Forum (2017)
, 120, 179–180
World Economic Forum Report (2016)
, 337
World Health Organization
, 283
“World of Difference” program
, 229