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The objective of this chapter is to outline an integrating picture of the situation, representativeness, contradictions, and challenges that the treatment of diversity assumes in Brazilian society and in its organizations. The aim is to reply to the research question: “How are public policies and organizational practices constructing ways of inserting and valuing the diversity of Brazilians?” We provide a brief background of the changes in the global and Brazilian contexts over the last few decades and analyze the demographic data presented in the 2010 Census and in studies on diversity that were published in the main periodicals in the Administration area in Brazil, between 2000 and 2014 with regard to the segments most widely studied in the academic literature: Afro-descendants, homosexuals, the elderly, Indians, women, and people with a disability. The conclusion reached is that, in a short period of time, Brazil has made great strides in constructing the mechanisms and legal devices for recognizing the rights of its diverse population and that private companies are in the initial stages of introducing diversity programs.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

The purpose of this paper is to explore the differences in turnover and turnover intention by gender and ethnicity. In addition, it seeks to examine the effects of diversity management on turnover intention.

A theoretical framework is constructed on the basis of ASA‐ and PO‐fit literature and previous research on diversity management and turnover. By analyzing two large‐N survey datasets the determinants of turnover and turnover intention of both native Dutch and ethnic minority men and women are examined.

Results show that women's turnover is most commonly associated with intrinsic factors, whereas men's decisions to leave the public sector are most commonly motivated by extrinsic factors. For ethnic minority men, the management of the organization and the leadership style of the supervisor are important determinants of any intention to leave the public sector. There is only a modest negative effect of diversity management on turnover intention.

To build and retain a diverse workforce, HRM policies in the public sector that used to be standardized and collective, should be adapted to the needs and values of the various categories of employees.

The effective management of diversity will increasingly be a central issue for public sector management. This article provides an understanding of the strategies that Dutch public sector organizations could employ to limit turnover of both native Dutch and ethnic minority men and women.

Diversity management in the United Arab Emirates (UAE) is of particular importance given the fact the UAE is the sixth country in the world for hosting the largest number of international migrants in 2017. The purpose of this exploratory study is to understand how diversity is managed in the public and private sector and to identify the most important factors to diversity manangemet in the UAE context.

A Grounded Theory approach to research was used to explore this very sensitive issue for the case study. In the absence of robust data on diversity management in the UAE, this inductive qualitative method was preferred since it does not presuppose a hypothesis and allows a contextually relevant theory to be derived from the data, which were collected through interviews with the participants from the public and private sector. An open-ended interview schedule was emailed to the purposefully selected group. Careful thematic analysis was undertaken to identify the resonant issues related to diversity management in this context.

This heralds increased demographic diversity in the public sector, even if only at a strategic level in order to achieve political and social objectives. Further, as the UAE embarks on being a Smart nation, successful diversity management will be a critical indicator of public sector reform.

The study analyzed the perceptions of the participants using a qualitatitve method which might not be considered to be as objective. Hence a confirmatory follow up study using quantitatve design will be required to verify the findings.

This chapter will explore the diversity management in the public and private sectors of the UAE, the role leaders and managers have to play, challenges faced, and what is on the horizon in this new public–private partnership environment.

This chapter suggests the need for a unified understanding of diversity management among leaders in the public and private sector of the UAE as a crucial enabler of productivity, development and social cohesion.

This heralds increased demographic diversity in the public sector, even if only at a strategic level in order to achieve political and social objectives. Further, as the UAE embarks on being a Smart nation, successful diversity management will be a critical indicator of public sector reform. This chapter will explore the diversity management in the public and private sectors of the UAE, the role leaders and managers have to play, challenges faced, and what is on the horizon in this new public–private partnership environment.

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.

The purpose of this paper is to quantify the effects of regional income disparity and social diversity on local public goods delivery in Indonesia.

Using Indonesian provincial data over the period 2001–2014 and by way of System GMM, this paper circumvents endogeneity and persistence of key variables over time which may bias the estimated impact of the critical variables.

The result provides no significant evidence on the influence of regional income inequality on the provision of local public goods. The result reveals that ethnic diversity is associated with the more extensive provision of local public goods. A large difference in preferences toward public goods provision in a fragmented society such as Indonesia forces the local government to deliver a greater mixed of public goods to accommodate various preferences for public goods and ensure that each group has equal access to public goods. Political fragmentation within an ethnically heterogeneous society also encourages local politicians to provide a larger provision of public goods to form an inter-ethnic coalition to gain local political access.

The significant effect of ethnic diversity on public goods provision implies a set of policy recommendation for Indonesian Government in order to maintain peace within the country. The central government should establish a clear-cut standard of local public goods provision for local governments to ensure that that anyone has equal access to public goods regardless of ethnicity. This will mitigate the possibility of ethnic conflict in an ethnically plural society.

This paper extends its analysis using both fractionalization and polarization indexes to measure the social diversity in Indonesia to obtain a comprehensive knowledge regarding the influence of ethnic diversity on the public good provision. This paper proposes a set of policy recommendation for Indonesian Government to manage the effect of social diversity on the provision of local public goods. To the author’s knowledge, this has never been done before for Indonesia.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-12-2018-0661

The purpose of this paper is to explore what happens to organisational diversity management (DM) policies when the management focus has turned towards significantly reducing workforce numbers.

Findings from a qualitative case study research in one government department (PSO) is presented, and Dickens' three strategies for equality action as an analytical framework is used.

PSO provides an example of the ways in which the three equality strategies outlined by Dickens interact with and mediate each other, so that together they potentially provide a much stronger foundation for the DM agenda within the context of a downsizing process.

The qualitative nature of the data makes generalisability to other organisations limited. In addition, case study fieldwork was not conducted during and after the downsizing exercise, however access to documentary data was available.

The importance of involvement of a variety of organisational stakeholders in DM policy is shown, as is the importance for DM sustainability of combining the business case with the legal case within a joint regulation framework.

This research offers an analysis of DM within a public sector organisation during the pre‐downsizing phase of a restructuring exercise, and the ability to explore perceptions of a variety of organisational stakeholders, particularly line‐managers, non‐management employees and union representatives.