Supplemental Material for Racioethnicity, Community Makeup, and Potential Employees’ Reactions to Organizational Diversity Management Approaches

2016 ◽  
Keyword(s):  
Diversity Management ◽  
Organizational Diversity ◽  
Management Approaches

scholarly journals Organizational diversity: making the case for contextual interpretivism

2015 ◽  
Vol 34 (6) ◽  
pp. 496-509 ◽  
Author(s):  
W. J. Greeff
Keyword(s):  
Diversity Management ◽  
Internal Communication ◽  
Organizational Diversity ◽  
New Approach ◽  
Content Type ◽  
Organizational Contexts ◽  
Organizational Settings ◽  
Managing Diversity ◽  
Functional Aspects ◽  
Excellence Theory

Purpose – The purpose of this paper is to make a case for contextual interpretivism in managing diversity in organizational settings, specifically in its bearing on internal communication, going against the dominating functionalistic stance of venerated and ubiquitous approaches. Design/methodology/approach – Qualitative and quantitative methodologies were employed to explore the potential of contextual interpretivism within the mining and construction industries of South Africa, due to the fecund diversity context of its employee population. Findings – This paper points to the enriched understanding that could result from following a contextual interpretivistic approach to internal communication for diversity management, and in so doing discusses the ways in which this could take hold in organizations through the application of germane theoretical assertions of revered internal organizational communication literature, specifically the excellence theory and communication satisfaction. Research limitations/implications – The main limitation to this research is the restricted generalizability of its empirical research. Further research is required for the exploration of the central premise in other organizational contexts. Practical implications – The paper provides insights into the ways in which organizations could approach its diversity management so as to speak to more than just the functional aspects thereof, and rather to the importance of nurturing an understanding of employees’ interpretation of the organization’s diversity endeavors. Originality/value – The implications of applying a new approach to diversity management in organizational settings is discussed and argued, offering an empirical application thereof, which gives way to practical, data-driven recommendations for use in organizational settings.

Effective Diversity Training

2013 ◽  
Author(s):  
Loriann Roberson ◽  
Carol T. Kulik ◽  
Rae Yunzi Tan
Keyword(s):  
Diversity Training ◽  
Diversity Management ◽  
Research Literature ◽  
Training Design ◽  
Organizational Diversity ◽  
Short Term ◽  
Training Outcomes ◽  
Individual Level ◽  
The Past ◽  
And Behavior

Diversity training is an important and widely used component of organizational diversity management initiatives. This chapter reviews theory and research on diversity training design, delivery, evaluation, and effectiveness. The review suggests that in the past 10 to 15 years of research, advancements have been made on several fronts. The research literature on diversity training includes frameworks for pretraining needs assessment, learning models to guide diversity training design choices, and empirical evidence of diversity training’s impact on training outcomes. However, the review also notes two major shortcomings. First, research has emphasized diversity training’s effect on short-term changes in trainees’ knowledge and attitudes, neglecting longer-term changes in their skills and behavior. Second, research has emphasized diversity training’s effect on individual-level learning outcomes, neglecting its impact on team- and organization-level outcomes. These shortcomings are unlikely to be addressed unless scholars and practitioners engage in more collaborative field-based research on diversity training.

International Diversity Management Approaches for Marketing to Create Innovation

2014 ◽  
pp. 106-121
Author(s):  
Geetha Garib
Keyword(s):  
Decision Making ◽  
Diversity Management ◽  
Social Categorization ◽  
Retrospective View ◽  
The Social ◽  
International Diversity ◽  
Management Approaches ◽  
Elaboration Model ◽  
Relational Framework ◽  
Insight Into

This chapter provides an overview of several approaches to International Diversity Management (IDM) for marketing departments striving for innovation. Approaches to IDM are explained and distinguished in two groups: four process and three structure approaches. Process approaches are IDM approaches that explain how diversity is considered in a model or perspective. Structure approaches are IDM approaches on how to act in an organization to deal with diversity. The four discussed process approaches to IDM are the following: the relational framework (Syed & Özbilgin, 2009), the diversity typology (Harrison & Klein, 2007), the Categorization-Elaboration Model (CEM) (Van knippenberg, De dreu, & Homans, 2004), and the social categorization versus the information-decision-making perspective (Williams & O’Reilly, 1998). The following three structure approaches to IDM are discussed: a conceptual IDM framework, the perspective approach, and the multicultural approach. Then, two sections are dedicated to the suitability and relevance of the approaches to marketing. Finally, a retrospective view is given to the link between marketing, IDM, and innovation. The approaches, guidelines, and factors mentioned in this chapter provide insight into how IDM can be implemented to achieve innovation in the marketing field.

Does diversity management matter in a traditionally homogeneous culture?

2019 ◽  
Vol 38 (7) ◽  
pp. 743-762
Author(s):  
Si Ahn Mehng ◽  
Sang Hyeon Sung ◽  
Lisa M. Leslie
Keyword(s):  
South Korea ◽  
Gender Diversity ◽  
Diversity Management ◽  
Organization Performance ◽  
Organizational Diversity ◽  
Content Type ◽  
Cultural Aspects ◽  
South Korean ◽  
Cultural Contingencies ◽  
Homogeneous Culture

Purpose The purpose of this paper is to investigate diversity management in an under-researched country by merging theoretical insights developed in the Western literature with cultural aspects of a traditionally homogeneous country, South Korea. Design/methodology/approach This study integrates theory and research on why diversity can have either a positive (i.e. the information/decision-making paradigm) or a negative (i.e. the social categorization paradigm) effect on performance with different diversity perspectives (i.e. integration-and-learning, access-and-legitimacy, and discrimination-and-fairness). This study develops a model of when and how gender diversity affects organization performance and test the model with a sample of 177 South Korean organizations. Findings This study finds that gender diversity is negatively related to organization performance in South Korea. This study also finds that the effect of gender diversity is contingent on organizational diversity perspectives. Organizations with high gender diversity perform better to the extent that they have a discrimination-fairness perspective, but not a business-oriented perspective. On the other hand, a discrimination-fairness perspective is unrelated to performance for organizations that are low in gender diversity. Originality/value Although gender diversity in the South Korean workplace continues to increase, the relationship between gender diversity and organization performance has rarely been studied in the aspect of Korea’s traditionally homogeneous culture. This study highlights the importance of cultural-contingencies in understanding the consequences of diversity.

scholarly journals The development and validation of the workplace acceptance scale: Evidence from a sample of workers with disabilities

2021 ◽  
pp. 1-15
Author(s):  
Katharina Vornholt ◽  
Sjir Uitdewilligen ◽  
Gemma van Ruitenbeek ◽  
Fred Zijlstra
Keyword(s):  
Social Dynamics ◽  
Intent To Leave ◽  
Management Strategies ◽  
Reliability And Validity ◽  
Diversity Management ◽  
Workplace Diversity ◽  
Organizational Diversity ◽  
Confirmatory Factor Analyses ◽  
Employees With Disabilities ◽  
Acceptance Scale

BACKGROUND: Recent trends in demographics and the labor market, such as an ageing workforce, bring forth a significant societal transformation and force organizations to conform to new circumstances. Diversity management strategies may help to counteract negative outcomes of these developments. However, organizational diversity triggers various reactions among the established workforce, evoking positive as well as negative social dynamics. OBJECTIVE: In order to better understand the dynamics that arise from workplace diversity, specifically from workplace disability, the present paper outlines the development of an eleven-item measure of perceived workplace acceptance. METHODS: Three independent samples of employees with disabilities (including multisource data) were used to demonstrate the reliability and validity of the scale. RESULTS: The scale shows good psychometric properties and exploratory as well as confirmatory factor analyses indicate that workplace acceptance is a unidimensional construct. The study shows that the scale is significantly related to constructs such as health and productivity, self-esteem, intent to leave, motivation, organizational commitment, and attitudes of colleagues, providing evidence for criterion-related validity. CONCLUSIONS: Overall, the present study provides evidence for the validity of the Workplace Acceptance Scale and suggests that the workplace acceptance construct has important implications for both individuals with disabilities and groups of colleagues.

scholarly journals Organizational Diversity Management and Job Satisfaction among Public Servants

2014 ◽  
Vol 6 (6) ◽  
pp. 438-451
Author(s):  
Wiza Munyeka
Keyword(s):  
Job Satisfaction ◽  
Human Capital ◽  
Trade Unions ◽  
Population Sample ◽  
Diversity Management ◽  
African National Congress ◽  
Organizational Diversity ◽  
Public Servants ◽  
Ecological Sensitivity ◽  
National Congress

The world-wide shift in demographics, changing immigration patterns and social change are all factors that affect the work environment. (Brevis & Vrba, 2014: 194). The demands of globalization, technological innovation, economic imperatives, ecological sensitivity and the need for sustainable development are the challenges that business organizations worldwide face in order to survive. From the human perspective the challenges are about socio-political transformation and especially about managing and celebrating diversity (Magretta, 1999). The diversity aspect of the topic is an important part of the economic landscape in post-apartheid South Africa where phrases like “economic freedom” are voiced from labor unions and political figures alike. These calls from the likes of Julius Malema, the then leader of the African National Congress Youth League, Zwelinzima Vavi, the General Secretary of the Congress of South African Trade Unions and Matthews Phosa, Treasurer-General of the African National Congress are often the focus of news reports (ANCYL march – Day 2, 2011; Phosa calls for economic freedom, 2012; Vavi, 2012). Almost half the organizations reported that the biggest challenge facing organizations over the next ten years is obtaining human capital and optimizing their human capital investments (HR Magazine. 55, no.11 (November 2010): 80) in Bohlander & Snell (2013: 21). Bohlander & Snell (2013: 21) further answer the question of why is this so? Changes in the demographic makeup of employees, such as their ages, education levels, and ethnicities, are part of the reason why. In this current study, a population study of 50 public servants in a selected public sector industry was used. Data was collected through the administration of the organizational diversity questionnaire and job satisfaction questionnaire. Individuals in the population sample were instructed to complete a questionnaire as a measuring instrument. The copies of ODQ and JSQ were distributed among public servants at a selected public service department.

Effective Diversity Management in the 21st Century

2013 ◽  
pp. 156-165
Author(s):  
William Gary McGuire
Keyword(s):  
Diversity Management ◽  
The United States ◽  
Education And Training ◽  
Myers Briggs Type Indicator ◽  
Organizational Diversity ◽  
Diversity And Inclusion ◽  
Consulting Psychology ◽  
The Military ◽  
And Training ◽  
The U.S

The chapter establishes who determines the effectiveness of organizational diversity management while providing a sustainment plan for the coming years. Additional experiences from the author as a diversity practitioner help to establish how culture impacts diversity effectiveness in the U.S. Military as well as business and industry in the United States. Finally, as personality types tend to validate certain behaviors in the international community with respect to culture, the U.S. Military and supporting commercial contractors could easily change the mindset of diversity leaders when they imply that personality type has no bearing on the culture of the occupied country and the willingness to win the hearts and minds (Patreaus, et al., 2006) of those occupied. The Consulting Psychology Press (CPP) and the Myers Briggs Type Indicator (MBTI) can help us to better understand the diverse personalities required to help make organizations effective. At the end of the day, organizational leaders (regardless of their affiliation with the military, education and training, or business and industry) who receive various forms of diversity and inclusion education and training can enhance their overall effectiveness and diversity management programs.

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