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1 – 10 of over 68000Diversity policies have become widespread in modern organizations. Such policies often have the goal of improving the workplace experiences of marginalized groups, and…
Abstract
Purpose
Diversity policies have become widespread in modern organizations. Such policies often have the goal of improving the workplace experiences of marginalized groups, and understanding dominant group reactions to such policies is vital to their effectiveness. This paper investigated the dominant group (i.e. White individuals) response to diversity policies, specifically how White individuals’ modern racism beliefs influence their organizational citizenship behavior (OCB) intentions when exposed to a diversity policy.
Design/methodology/approach
Using experimental methodology and a combination of social exchange theory and literature on modern racism, the two studies explore how exposure to a diversity (versus neutral) policy influences White individuals’ OCB intentions in two different settings (lab and field).
Findings
The results of these studies make clear that certain people respond negatively to diversity policies. In Study 1, White participants with relatively high modern racism beliefs showed lower OCB intentions directed at their organization when exposed to a diversity versus neutral policy. No differences emerged for White participants with relatively low modern racism beliefs. In Study 2, the results were replicated using a field sample of working adults in which they indicated their likelihood of OCB toward their employing organization.
Originality/value
The findings suggest that diversity policies can have unintended, adverse consequences for organizations, but are dependent upon employees’ modern racism beliefs. The results of the two studies provide a richer understanding of dominant group reactions to diversity policies by examining a downstream consequence of great organizational importance, i.e. OCB.
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This chapter analyzes the influence of inclusion, equal opportunity and antidiscrimination policies on the strength of diversity in a foreign firm domiciled in a developing…
Abstract
Purpose
This chapter analyzes the influence of inclusion, equal opportunity and antidiscrimination policies on the strength of diversity in a foreign firm domiciled in a developing country.
Design/Approach
It used a questionnaire to collect fact from the depth of employees’ experiences of diversity management in practice to understand its implication for the strength of diversity in the workplace. It questioned the nature of the constructs on diversity in line with the effect of equal opportunity in the workplace.
Methodology
The component factor analysis extraction method obtained valuable constructs from the stated dimensions of items in the questionnaire. The regression technique was used to analyze the influence of these constructs on the strength of diversity in the workplace.
Findings
The results revealed that inclusiveness is necessary to intensify the strength of diversity in foreign organization in a developing nation, with the need to deepen alternative equal opportunity policy and diverse work culture awareness. Power relations strategies foster staff welfare, but weaken compensation by merit heighten employees’ sentiments.
Limitations
Data were only collected from the companies head office; its branches were not covered.
Implications
Employees detect biases in equal opportunity policies beyond the guises of control power relation. Thus, besides a policy for diversity and inclusion in the workplace, an alternative equal opportunity policy is essential to intensify diversity.
Originality
It empirically probes foreign organizations in a developing country staff response to changes in the workplace due to the cautious implementation of inclusion, equal opportunity and antidiscrimination policies to foster diversity.
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Myung Jin, Jaeyong Lee and MiYoung Lee
While prior research has emphasized the importance of diversity management for the betterment of future workforce, the role of managerial actors in leading the diversity…
Abstract
Purpose
While prior research has emphasized the importance of diversity management for the betterment of future workforce, the role of managerial actors in leading the diversity management movement has not been substantiated. The purpose of this paper is to examine the role of managers in practicing diversity management and the extent to which inclusive leadership affects employee performance.
Design/methodology/approach
The study draws on a large survey data (n=415,696) with a representative sample of employees in federal government in the USA.
Findings
The quantitative results show that diversity policy alone predicts performance less strongly for employees of racial minority than for whites. In contrast, the study finds that inclusive leadership predicts performance more strongly for nonwhites.
Research limitations/implications
The embodied approach to diversity management proposed in this paper expands the understanding of diversity management research by exploring the interaction effect between diversity policy and diversity leadership.
Practical implications
The paper is unique in proposing an interaction effect between diversity policy and diversity leadership in managing diversity.
Social implications
Previous studies in the literature surprisingly neglected to take into account the role of leader behavior in managing diversity. As the study shows the significant moderating role of diversity leadership in diversity management, organizational leaders are encouraged to critically assess and provide training for those team leaders and middle level managers to promote diversity in the workplace.
Originality/value
This is the first empirical study to distinguish and examine the relative impact of diversity policy and inclusive leadership on employee performance in the public sector.
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Stijn Verbeek and Sandra Groeneveld
This study aims to examine the effectiveness of three types of diversity policies in improving the numerical representation of ethnic minorities in organizations: the assignment…
Abstract
Purpose
This study aims to examine the effectiveness of three types of diversity policies in improving the numerical representation of ethnic minorities in organizations: the assignment of responsibility for the policy within the organization, tiebreak preferential treatment, i.e. selecting the ethnic minority candidate if the best applicants are equally qualified, and the formulation of target figures.
Design/methodology/approach
The dataset consists of 8,283 official reports of Dutch work organizations filed in 2001 and 2002 to comply with the Act Stimulation Labor Participation Minorities (Wet SAMEN). The research is embedded in the broader literature on the underlying motivations for diversity policies and on their potential “symbolic” character.
Findings
The analysis suggests that the three diversity policies and ethnic minority representation are correlated. However, the policies do not impact ethnic minority participation rates in the short run.
Research limitations/implications
Future research should also include long‐term effects, actual implementation processes, and the effectiveness of these three policies in combination with other policies and in specific contexts.
Practical implications
Policymakers and strategic HRM practitioners should adopt a long time frame in trying to increase ethnic minority representation. In line with previous research, the study evaluates assigning responsibility within organizations most positively.
Originality/value
These “hard” policies are central to the debate on equal opportunities, employment equity, and ethnic diversity, but few large N effectiveness studies are available.
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Valérie Fernandes, Cemil Kuzey, Ali Uyar and Abdullah S. Karaman
This study aims to examine the roles of board gender and cultural diversities in driving social sustainability practices through the moderating effect of board structure policies…
Abstract
Purpose
This study aims to examine the roles of board gender and cultural diversities in driving social sustainability practices through the moderating effect of board structure policies in the logistics and transportation sector.
Design/methodology/approach
The authors conducted fixed-effects regression with 2005–2019 data from Thomson Reuters Eikon.
Findings
The results showed that female directors are significant predictors of social sustainability across the four dimensions of human rights, workforce, product responsibility and community development. Additionally, directors with different cultural backgrounds (but not the workforce) are significant determinants of community development, human rights and product responsibility. Furthermore, although board structure policies positively moderate the relationship between board gender diversity and social sustainability, they fail to moderate the relationship between board cultural diversity and social sustainability.
Originality/value
The findings have crucial implications for the logistics and transportation sector's social sustainability and may help the sector align with employees' and society's expectations. The incorporation of board gender and cultural diversities into the research design was a response to calls by the European Union (EU) and the United Nations (UN) to address board configuration and stakeholders' concerns.
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Joana Vassilopoulou, Andreas Merx and Verena Bruchhagen
This chapter is partially based on an unpublished Organisation for Economic Co-operation and Development (OECD) background report, titled ‘OECD Research Project on Diversity in…
Abstract
This chapter is partially based on an unpublished Organisation for Economic Co-operation and Development (OECD) background report, titled ‘OECD Research Project on Diversity in the Workplace: Country Report Germany’, which was written by the authors of this chapter. While the OECD country report illustrates how diversity policies and related diversity instruments targeting various diversity dimensions have developed in Germany over recent decades, this chapter focuses solely on the management of ethnic diversity and its related policies. Diversity policies are broadly understood as any policy that seeks to increase the representation of disadvantaged social groups such as migrants and ethnic minorities, women, disabled persons, older workers and lesbian, gay, bisexual, transgender/transsexual, intersex and queer/questioning (LGBTIQ) in the workplace, both in the public and in the private sector. The central idea of this chapter is to provide an overview of which policies and instruments have been implemented for migrants and ethnic minorities at the workplace and to evaluate their success or failure where possible. In doing so, this chapter also discusses obstacles, success factors and challenges for policy implementation for the past and for the future.
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The purpose of this paper is to offer scholars an analytical framework to identify what the fundamental choices are in the definition of diversity (the what), in the motivation…
Abstract
Purpose
The purpose of this paper is to offer scholars an analytical framework to identify what the fundamental choices are in the definition of diversity (the what), in the motivation for diversity within organisations (the why), and in diversity policy as an organisational strategy (the how). It also hopes to stimulate diversity professionals to reflect upon the underlying assumptions of their policies and, if needed, provide inspiration as to how to align them towards a more coherent approach.
Design/methodology/approach
Academic contributions from political, social and management theory on diversity and diversity policy are analyzed on their conceptual coherence to identify important research gaps and construct an analytical framework that can serve to fill these gaps.
Findings
Although increasing societal diversity challenges many organisations to change and facilitate diversity within their structures, defining diversity and diversity policy is an uncommon habit both in the professional practice and in academic studies, while this definition influences the scope and validity of research results and can have a considerable impact on the practical consequences of diversity initiatives. The few studies in this field tend to be quantitative and jump to explanations for differences. The proposed analytical framework contains fundamental choices in the definition of diversity (the selection, interpretation, and categorization of modes of differentiation), the motivation for diversity within organisations (the desired base of difference is individual or collective, and arguments are moral or practical), and the diversity policy approach (the intensity is high or low, and the relevance of collective difference is high or low).
Originality/value
A theoretical exploration of the concept of diversity and diversity policy draws on sources from three distinct disciplines that have not been combined in such a way before, resulting in a new analytical framework that facilitates theory building and policy learning on the topic.
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Susan Shortland and Stephen J. Perkins
The purpose of this paper is to examine how female expatriates interpret the effectiveness of practical implementation of equality/diversity policies, trusting this to support…
Abstract
Purpose
The purpose of this paper is to examine how female expatriates interpret the effectiveness of practical implementation of equality/diversity policies, trusting this to support their expatriate careers.
Design/methodology/approach
A cross-sectional, qualitative research approach draws upon in-depth semi-structured interviews with 14 human resources equality/diversity policy implementers and 26 current female expatriates in two oil and gas firms.
Findings
Early-career stage female expatriates believe that equality/diversity policy implementation will support their international careers. At the most senior levels, women expatriates highlight unequal treatment breaching their trust in delivery of equality/diversity principles to support their expatriate career progression.
Research limitations/implications
Longitudinal research is needed to assess how early-career women expatriates' willingness to trust in organisational equality/diversity principles alters as their careers progress, and the effects of any changing trust relations on their contributions to organisational strategic objectives. Larger senior female expatriate samples are needed to research links between trust relations and turnover.
Practical implications
Organisations must weigh up benefits from using transparent expatriate selection processes versus less formal mechanisms, if informal processes are not to undermine espoused equality interventions. Unconscious bias training should form part of wide-ranging programmes to tackle discrimination. Senior managerial action with embedded accountability is needed.
Originality/value
Exploring the rhetoric and reality of equality/diversity policy implementation on women comprising a minority expatriate group, this research demonstrates women expatriates' early-career trust in gender equality falls away as they first recognise and then accept diminishing female expatriate senior grade representation and the implications for their expatriate careers. Should turnover result, this could detrimentally affect organisational expatriate gender diversity objectives.
Mohamed-Osman Shereif Mahdi Abaker, Omar Ahmad Khalid Al-Titi and Natheer Shawqi Al-Nasr
The purpose of this paper is to report empirical research conducted in Saudi Arabia on the impacts of organizational policies and practices on the diversity management of the…
Abstract
Purpose
The purpose of this paper is to report empirical research conducted in Saudi Arabia on the impacts of organizational policies and practices on the diversity management of the Saudi private sector. To this end, the Saudization policy and views of key respondents have been tested and discussed.
Design/methodology/approach
Primary data were collected through questionnaire surveys from the largest 11 private sector organizations listed on the Saudi Stock Market in the financial/banking, oil and gas, petrochemical, private higher education and private health service sectors. Statistical tools such as means and standard deviations and one-sample t-tests were used for analysis.
Findings
The findings suggest that Saudization, retention, pay with benefits and health insurance policies significantly affect the diversity management in the Saudi private sector. Therefore, there is a need to develop organizational policies that support the existence of foreign employees for private businesses in Saudi Arabia. Considering differences as strengths that can be utilized to enhance performance, a diverse workforce might better be able to serve diverse markets.
Research limitations/implications
Collecting data from a closed environment such as Saudi Arabia is constrained by access difficulties, as well as inadequate literature on relevant diversity issues. However, the convenience sampling method and snowballing approach adopted in this study generated reliable data. As a result, this study has implications for both the multinational corporations operating in Saudi Arabia and Saudi owned companies operating in the West and intending to adopt and implement diversity management initiatives for branches in different countries. As such, further research on the gulf countries’ diversity management issues would be critical.
Originality/value
The current study is a first survey-based research endeavor on the topic of diversity management in the Saudi context. The findings contribute to the limited knowledge base on middle eastern countries, thus presenting new empirical evidence on the organizational policies and practices of Saudization, retention, pay and benefits and health insurance policies. The study of the Saudi case, thus adds value to the existing knowledge on diversity management.
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