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Many organisations monitor statistics on the background of job applicants to inform diversity management, a practice known as equality monitoring (EM). The study examines perceptions of EM and employers that use it. Additionally, it aims to assess potentially salient group differences in attitudes towards EM, focussing on perceived history of employment discrimination, ethnicity, sex, and a comparison between the UK and Sweden – two countries which differ extensively in EM prevalence.

A cross-sectional self-report survey assessed attitudes toward EM, attraction to employers using it, pro-equality and diversity attitudes, perceived history of employment discrimination and background characteristics (e.g. ethnicity and sex), and compared a UK and Sweden sample (N = 925).

The results reveal positive perceptions of EM overall. Although no differences were observed between UK ethnic majority and minority respondents, White British men rate employers using EM as less attractive with increasing levels of perceived past discrimination. Women have more positive perceptions than men. Finally, the UK sample rated EM more positively than the Sweden sample.

Despite EM being widespread, the study is the first to investigate detailed perceptions of it, making group and country comparisons. Results support the use of EM in HRM but highlight the need for clear communication to avoid confusion with positive discrimination, which is perceived negatively in some majority group members, and to allay fears of data misuse. Recommendations are made for future implementation.

The purpose of this article was to investigate the employee perceptions of diversity management and employee performance. To achieve this, employee respondents’ perceptions and perspectives have been tested, and findings are discussed.

To address this study's purpose, survey data were collected from 250 employees of two organizations in the United Arab Emirates (UAE). Data were analyzed by age, gender and nationality for two variables: diversity management and employee performance.

Results showed that respondents perceived an improvement in employee performance when diversity was managed for employees of different age groups, females/males working together and a workplace composed of employees from various nationalities.

The implication of this limited study is that further studies on the perception of diversity management for employee performance in the Middle East region needs to be conducted. The social implication is that organizational leaders can initiate diversity management to improve employee performance. The research is limited by the geographical context and access to the collection of data during the COVID-19 pandemic.

The implication of this limited study is that further studies on the perception of diversity management for employee performance in the Middle East region needs to be conducted. The social implication is that organizational leaders can initiate diversity management to improve employee performance.

The contribution to academic knowledge from this research is two-fold: findings from a novel study conducted in the Middle East evidenced diversity management improved perceptions of employee performance. The value of the study for praxis is to incorporate employees' belief in diversity management for its potential to improve employee performance.

Although existing literature abounds with actual diversity research, there is scant work on perceived diversity. This research aims to investigate the impact of employees' perception of workplace diversity on job satisfaction and turnover intentions. Further, the research analyses the gender-moderating effect between the hypothesized connection.

Current research work uses a structural equation modeling (SEM) approach to analyze the hypothesized connection with 222 full-time employees working in the Indian service sector.

Study results showed that employees' perception of workplace diversity has a significant negative impact on job satisfaction, while having a significant positive effect on employees' turnover intentions. Moreover, employees' perception of workplace diversity does not vary across gender.

Though research work on perceived diversity is scant and growing at a slow pace, the current study adds to the diversity studies by assessing diversity through employees' perceptions instead of gleaning the actual diversity index.

With global migration, the number of ethnic minority and migrant women receiving maternity health care in dominantly Anglo-European societies has increased significantly but they consistently have among the worst pregnancy and maternal outcomes. This paper aims to analyse gaps in structural (migration-related inequalities) and cultural (responsiveness to ethno-cultural practices) competencies among maternal health practitioners in Aotearoa New Zealand (NZ).

Using a semi-structured interview guide, in-depth interviews were conducted with 13 maternal health practitioners in NZ. Data were analysed using a thematic analysis framework.

The results highlight significant barriers around language and communication, cultural stereotyping by professionals, ethnic women’s own constraints around family and cultural expectations and their lack of knowledge about reproductive health. In addition, practitioners’ own ethnic differences are inseparable from their approach to structural and cultural competencies; there were instances of ‘over-’ or ‘under-’ reading of culture, practitioner constructions of ideal pregnancies and anti-racism concerns that shaped maternal care practices that were sensitive to, but also marginalised, ethnic migrant women who attended maternity services.

To the best of the authors’ knowledge, this is the only study in NZ that examines the impact of complex dynamics of migration and culture on knowledge, beliefs and values of practitioners, in context of their own personal biographies. Identifying strategies to improve the way diversity is practiced in hospital settings can be transformational in improving maternal outcomes for ethnic migrant women in NZ.

The context of a long-standing research tradition, discrimination has emerged as a critical factor contributing to inequalities within the labor market. While existing studies have primarily focused on overt discrimination during the recruitment and selection process, influenced by biases, attitudes, or stereotypes, there remains a significant knowledge gap regarding discrimination within the workplace and its underlying structural dimensions. This article aims to address this gap by examining the impact of organizational culture, structure and policies on workplace discrimination, with a particular emphasis on women and ethnic minorities.

Utilizing a case study strategy centered around a Belgian branch of a multinational professional service agency, data was gathered through ten semi-structured in-depth interviews conducted with employees representing various organizational levels.

The findings reveal that organizational culture, structure and policies may pose inherent risks in perpetuating discrimination throughout individuals' professional trajectories. Furthermore, it becomes apparent that, albeit often unconscious, these elements exhibit biases against women and ethnic minorities.

Given the unintentional nature of structural discrimination, it is crucial to foster increased awareness and understanding of these dynamics.

The originality of this research article lies in its focus on addressing a critical knowledge gap in the existing research tradition on discrimination in the labor market. While previous studies have primarily concentrated on overt discrimination during recruitment and selection, this article delves into the often overlooked area of discrimination within the workplace itself. It explores the intricate interplay of organizational culture, structure and policies in perpetuating discrimination, particularly against women and ethnic minorities. By utilizing a case study approach within a multinational professional service agency in Belgium, the research uncovers hidden biases and unconscious elements contributing to structural discrimination. This emphasis on understanding unintentional discrimination adds a novel dimension to the discourse on workplace inequalities.

This study addresses the persistent impact of patriarchal societal structures on women’s empowerment in Nigeria, where social power, political authority and autonomy continue to elude them. Despite advancements made by women in workplaces worldwide, gender inequalities prevail, particularly in the Nigerian hotel industry. Existing qualitative evidence on the intersection of gender, culture and religion in shaping gender diversity and career progression within this industry remains limited. To address this gap, this study employs intersectionality and hegemonic masculinity frameworks to explore the influence of local cultures, religion and gender practices on gender imbalances in three distinct cultural settings in Nigeria.

Drawing from in-depth interviews with 38 hotel workers, this research provides original insights into their lived experiences, offering a deeper understanding of the narratives underlying gender inequality statistics. By delving beyond surface-level observations, this study uncovers the multifaceted dynamics that perpetuate gender imbalances. By examining the interplay between gender, culture and religion, this research contributes to a nuanced comprehension of the factors that shape career trajectories in the Nigerian hotel industry.

The findings of this study reveal the enduring influence of patriarchal societal structures, highlighting the challenges faced by women in accessing social power, political authority and autonomy. By extending intersectionality and hegemonic masculinity approaches, this research unveils the intricate stories that illustrate the underlying complexities of gender imbalances. In doing so, it fills critical gaps in the qualitative evidence surrounding gender diversity and career progression in the Nigerian hotel industry.

This study is original in its comprehensive examination of the intersection of gender, culture and religion in the Nigerian hotel industry. It offers unique insights by conducting in-depth interviews with 38 hotel workers, unravelling the underlying factors contributing to gender imbalances. By extending intersectionality and hegemonic masculinity frameworks, it provides a nuanced understanding of the challenges faced by women and highlights the need for tailored interventions to promote gender equality.

This study extends work on the role of the organizational context in contributing to employee health by investigating whether an employee's status as a racio-ethnic minority in his or her work group will moderate the relationship between perceived work group inclusion and health, which in turn will predict turnover intentions.

Data were collected from two samples of full-time employees across multiple organizations. Hypotheses were tested using Hayes's (2013) PROCESS macro in SPSS.

Support was found for moderation with regard to perceived inclusion predicting negative health but not positive health. Both negative health and positive health predicted turnover intentions.

Findings support the importance of perceived inclusion for employee health, and the research extends prior studies that have been conducted in non-work settings.

Providing a work environment in which work group members perceive inclusion could be useful in terms of reducing health issues for employees, especially for those who are racio-ethnic minorities in their work group.

This study extends prior work by investigating relative minority status within the work group, and it highlights the potential impact of inclusion on employee health.

The study examines the prevalence and correlates of perceived discrimination across ten Asian American ethnic groups. The goal is to disaggregate an artificially created broad categorization of Asians into subgroups to reveal the existing intragroup differences.

Bivariate and multivariate analyses were based on data from the 2016 National Asian American Survey (NAAS). The exclusion of missing data on all variables used in the analysis revealed a final analytical sample size of 4,276.

Compared to all other Asian American ethnic groups, Cambodians report the lowest frequency of perceived discrimination on all outcome measures. On the contrary, the prevalence of perceived discrimination is highest for Bangladeshis and Indians on lifetime and job-related discrimination and for Indians and Japanese on day-to-day discrimination. Nearly all Asian American ethnic groups are more likely to report one or more types of perceived discrimination than Chinese Americans. The observed relationships disappear for Cambodians, Pakistanis and Japanese but persist for Bangladeshis, Filipinos, Hmong and Indians after controlling for socio-demographic characteristics. Among the socio-demographic controls, gender, birthplace, education and employment status are found to be significant predictors of perceived discrimination.

The findings of the study further the discussion on the importance of disaggregating minority groups and considering their heterogeneous experiences of perceptions of discrimination in the United States.

The purpose of this study is to investigate the gender and ethnic diversity–performance relationship in Malaysia from two angles: (1) the impact of political regimes; and (2) a possible nonlinear relationship – at the boardroom and employee level.

This study uses a sample of firms listed in Bursa Malaysia during a sample period that spans two political regimes. Two-stage least squares controlling for firm-specific effects, corporate governance and lagged variables to account for endogeneity issues is used to test the relationship.

Findings show that the political alignment of the ruling government affects the significance of the gender/ethnic diversity–performance relationship. The relationship between board gender/ethnic diversity and firm performance is curvilinear while the relationship between employee gender/ethnic diversity is linear and positive.

First, promoting gender/ethnic diversity not only requires strong policy but also political will to lead by example. Political regimes that provide lip-service without effective implementation threaten to derail any efforts in furthering the diversity agenda. Second, the presumption of a linear diversity–performance relationship is fallacious. Further studies, especially in pluralistic societies, must not discount the subtleties of intergroup conflicts. Third, in light of allegations of prejudicial hiring policies, Malaysian firms should embrace diversity, not only in the boardroom, but also among its workforce as employee diversity improves firm performance.

Prior studies on gender/ethnic diversity in Malaysia have returned mixed results but thus far, there has been no satisfactory explanation for this phenomenon. This study attributes it to lack of political will and cultural subgroup conflicts – two pertinent issues that were never considered in the literature. Prior studies have also exclusively focused on boardroom diversity. This study goes further by examining employee diversity – particularly important since most empowerment and diversity initiatives are targeted at lower level employees. This study is also the first to provide an objective benchmark for gender diversity (30–35% female directors) and ethnic diversity (less than 40% from one ethnicity) to achieve optimal performance.