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Draws upon recent legislative changes to Wales to provide new evidence and understanding of the way in which government reforms in the UK have impacted upon the promotion of equality of opportunity at government level. Analyses the problems and challenges that this new legislative duty presents for the elected representatives and bureaucrats as well as the civil groups it was designed to help. Points out a wider significance of these changes and engages the debate about the relationship between government, law and the promotion of equality.

Diversity management concerns organizational practices to enhance the value of diversity in organizations by changing organizational culture and shaping work environment in which diversity can promote the organizational goals. The purpose of this chapter is to examine the diversity management practices in sustainability reports by exemplifying in the case of Turkey, which is an emerging economy with a complex and multiethnic society.

A comprehensive literature and qualitative research is conducted in order to understand the diversity management in a cultural context by looking at the company’s sustainability report in Turkey.

In Turkey, companies have responsibility to position the participation of employees in business opportunities as an important value of corporate culture by implementing diversity projects, and they announce these initiatives in their sustainability reports.

This research is a study about diversity in Turkey case. An example is limited to the company publishing a sustainability report.

This study may be useful for the board of directors and managers since they should become aware of understanding of the diversity management in the workplace especially in their sustainability mechanisms.

This study is valuable and attractive to create an open organizational culture where each employee is valued and where diversity issues all employment practices. Also, it is original to show why diversity is important in sustainability disclosures.

Background in Germany In the Federal Republic of Germany the employment of men and women in the public service is governed by the Basic Law (constitution) and labour laws, which also apply to employees in the private sector. Except for the provi‐sions protecting working women, the laws do not make any distinction according to sex.

The article examines the relationship between equal employment opportunity and the search for more efficient organisational and industrial structures in Australia.

The purpose of this paper is to focus on the attitudes of women and men in relation to gender‐appropriate domestic responsibilities and equal opportunities in the changing context of neo‐liberalism.

The authors draw on results from an empirical investigation involving 1,731 questionnaires investigating the attitudes of women and men in a town in the north of Sweden.

The tentative conclusions suggest that even if they appear to co‐exist in contradictory ways, ideas of gender‐appropriate domestic responsibilities and equality of opportunity are in the respondents' minds, alongside neo‐liberal notions of individualisation. The prevailing attitudes in respect of gender suggest that women and men make apparently free “choices”; the influence of age on attitudes to gender issues is also considered.

This paper considers neo‐liberalisation and its impact on gender equity in Sweden, a country with a strong reputation for gender equity and a tradition of collective, inclusive social democracy, somewhere we would be unlikely to find its embedded presence. Using a quantitative self‐reporting approach to attitudes relevant to the choices made by men and women, the study raises questions about gender‐appropriate domestic responsibilities and equality of opportunity in a country that has been and continues to be regarded as one of the most gender‐friendly in the world and likely to be resistant to the influence of neo‐liberalism. The implications are explored, with the evidence indicating the presence of neo‐liberalism co‐existing, albeit perhaps uneasily, with traditions of equality of opportunity and attitudes to gender.

Recently there has been an increased interest in the business case for equal opportunities. It has been argued that employers are attracted to such a case as it focuses on the business benefits which accrue from equal opportunities strategies. Presents a cautiously critical analysis of the attractiveness of the business case and its implications for women managers. States that the emergence of the business case has significantly changed the discourse and frames of reference through which issues of equal opportunity are now addressed. Considers the consequences of this shift for women managers.

Critically assesses the underpinnings and implications of the business case for the progression of women at work. Fundamentally linked to the principles of strategic HRM, the business case focuses on the business benefits that employers accrue through making the most of the skills and potential of women employees. Presents a cautiously critical analysis of the claim that the position of women at work can be furthered through a business case. Drawing on recent writings on women at work, plus case study data from the authors own research, argues that the emergence and popularity of the business case has moved the discussion about the position of women at work away from concepts such as democracy and equality to those of organizational effectiveness and competitive edges.

The history and significance of equal opportunities are outlined and the development of initiatives within the library profession in Great Britain is examined. Two relevant research projects in Manchester Polytechnic′s Department of Library and Information Studies are discussed and outlined by their authors.

The purpose of this paper is to examine the representations of male and female social actors within the subversive gendered discourse of “equal opportunities for men and women” in Iranian English as a foreign language (EFL) textbooks.

From the methodological perspective, this study fused van Leeuwen’s (2003) “Social Actor Network Model” and Sunderland’s (2004) “Gendered Discourses Model”.

Data obtained from this study showed the subversive gendered discourse of “equal opportunities” was supported through such representations within a narrow perspective in line with dominant gender ideologies in Iran. The findings suggest the resistance against such subversive gendered discourse in Iranian EFL textbooks underpins gender norms and religious ideologies existing in Iran.

Such representations of male and female social actors in school textbooks show inclusive education and the discourse of “equal opportunities” have yet to be realised in education system of many countries, including Iran.

The purpose of this paper is to report on case study research of employment downsizing and the implications for equal opportunity and diversity management conducted in the UK airline industry during 2002/2003.

Review of literature on downsizing and equal opportunity and diversity management followed by identification of a number of research questions which are answered with reference to secondary analysis of labour market data and interviews with key informants from senior management and line management.

A planned approach to downsizing had been adopted that was strongly influenced by the human resources function in terms of equal opportunity and diversity management. An adverse impact on different employee groups had been avoided in order to sustain the diversity of the workforce.

The research focuses on the management of downsizing and equal opportunity and diversity management. It addresses the perceptions of managers involved in developing and implementing policy, but does not examine the perceptions of other employees.

There are some reflections on ways in which equal opportunity and diversity management policy might adapt to organisational change and downsizing.

This paper brings together two scholarly debates on downsizing and equal opportunity and diversity management, and provides case study evidence of how an equal opportunity and diversity management agenda is implemented during organisational restructuring and downsizing.