Rethinking Diversity in Organizations and Society

2016 ◽  
Author(s):  
David Knights ◽  
Vedran Omanović
Keyword(s):  
Social Justice ◽  
Diversity Management ◽  
Business Case ◽  
Literature Survey ◽  
Managing Diversity ◽  
The Social ◽  
Analytical Frameworks

The problem addressed in this chapter is whether emphasis on the ‘business case’ has gone too far, for even on its own terms there have been questions concerning the actual commercial benefits of diversity management. The concern is that if practitioner interests in anti-discrimination are reduced to the business case, then any failure to achieve commercial benefits will condemn the whole programme. Consequently, there has to be some return to the social justice arguments for managing diversity. As a way of seeking to stimulate such developments, we have conducted a literature survey of the various methodological and analytical frameworks deployed in diversity in organizations research. This is in order to search for alternatives to the reduction of ideas and interests in diversity to a single managerial preoccupation with making diversity ‘pay’, or limiting diversity practices to their potential to generate commercial benefits.

Duelling Dualisms

2016 ◽  
Author(s):  
Judith K. Pringle ◽  
Glenda Strachan
Keyword(s):  
Equal Opportunity ◽  
Academic Research ◽  
Diversity Management ◽  
Business Case ◽  
Organizational Policies ◽  
Managing Diversity ◽  
The Social ◽  
The Us ◽  
History Of ◽  
Policies And Practices

This chapter presents a history of diversity management through the use of dichotomies that cross-cut the field. These are used as a framework to organize the evolution from equal opportunity policies and practices to managing diversity in organizations. We trace the shift from the social justice case for equality to the business case for managing diversity; from practitioners’ initiatives to academic research, from the US diversity discourse to many country contexts, from an emphasis on gender to ‘other’ demographic diversity dimensions, and from quantitative to qualitative research methodologies. The discussion demonstrates the complexity of combining historical and socio-political country contexts on organizational policies and practices. The resulting influences on an individual’s experiences of diversity management are as complex as are the partiality of theoretical explanations. We urge researchers to move beyond dualisms combining their strengths, to create transformative approaches. Altogether the continuing debates add to a vibrant field.

scholarly journals Diversity management in the workplace: beyond compliance

Curationis ◽  
2009 ◽  
Vol 32 (2) ◽  
Author(s):  
N.S. Gwele
Keyword(s):  
Interpersonal Relationships ◽  
Diversity Management ◽  
Professional Status ◽  
Organizational Goals ◽  
Diverse Workforce ◽  
Managing Diversity ◽  
Legal Obligations ◽  
The Social ◽  
Success Indicators ◽  
Economic Landscape

Diversity management is not a numbers game. Diversity management is a holistic and strategic intervention aimed at maximizing every individual’s potential to contribute towards the realization o f the organization’s goals through capitalizing on individual talents and differences within a diverse workforce environment. Managing interpersonal relationships within a diverse workforce environment presents a number of challenges related to changes in the social, legal and economic landscape, individual expectations and values as well as the inevitable change in organizational culture (Chartered Institute of Personnel and Development 2005: 1-7). Whether or not organizations are effective in managing diversity is a function of senior managements’ commitment, and the perceived centrality of diversity management by all those who populate the institution’s workspace. Above all it should be clear to all employees, irrespective of race, gender, or vocational/professional status, that each and every one of them has something of value to contribute towards the realization of the institution’s mission and goals. It is crucial to determine clear and manageable success indicators, focusing not only on compliance with legal obligations to include and/or increase the number of employees from the underrepresented and designated groups, but also on strategic intervention strategies to be used to promote and nurture individual talent and potential toward the realization of both individual aspirations and organizational goals re-quality patient outcomes.

(Mis)managing diversity: exploring the dangers of diversity management orthodoxy

2016 ◽  
Vol 35 (1) ◽  
pp. 5-16 ◽  
Author(s):  
David Knights ◽  
Vedran Omanović
Keyword(s):  
Single Case ◽  
White Male ◽  
Historical Context ◽  
Diversity Management ◽  
Business Case ◽  
Content Type ◽  
Managing Diversity ◽  
Age Related ◽  
Research Interviews ◽  
Corporate Diversity

Purpose – The purpose of this paper is to challenge the dominance of the mainstream discourse and practice of diversity management (DM) by identifying and problematizing three distinct but related issues that it encompasses: first, its tendency to displace all alternative approaches; second, its general neglect of the social-historical context and third, its almost exclusive focus on the business case rationale for supporting diversity. Design/methodology/approach – Employing ethnographic research methods, the empirical material was collected in an international manufacturing corporation based in Sweden. It consists of three different, but interconnected approaches: archival research, interviews and observations. Findings – The paper shows that in neglecting power, identity, intersectionality and the changing socio-historical context of diversity, a well-meaning corporate diversity programme tended to obscure ethnic and age-related disadvantages at work. Research limitations/implications – The limitations of this research relate largely to its dependence on a single case study and the limited focus on diversity as it affected able-bodied, white male immigrant workers. A broader study of the multiplicity of types of discrimination and ways in which diversity is managed in a range of countries and organizations could facilitate a more in-depth exploration of these issues and arguments. Originality/value – Although not entirely new, the three arguments that have been drawn upon to discuss, analyse and illustrate DM through our data have rarely been brought together in one theoretical and empirical study.

Socially responsible diversity management

2009 ◽  
Vol 15 (5) ◽  
pp. 639-651 ◽  
Author(s):  
Jawad Syed ◽  
Robin Kramar
Keyword(s):  
Social Justice ◽  
Affirmative Action ◽  
Diversity Management ◽  
Socially Responsible ◽  
Market Outcomes ◽  
Business Outcomes ◽  
Diverse Workforce ◽  
Managing Diversity ◽  
Labour Market Outcomes ◽  
Traditional Approaches

AbstractThe purpose of this article is to develop a conceptual framework to describe ‘socially responsible diversity management’. This framework seeks to demonstrate that the desired social justice outcomes of affirmative action programs and the business benefits of diversity management programs can be achieved but only by undertaking initiatives at a number of levels. Traditional approaches to afirmative action have been unsuccessful in achieving their goal of equitable labour market outcomes and it is unclear that diversity management programs have contributed to business outcomes. The article argues that neither affirmative action nor diversity management has been able to fully achieve its objectives because of a number of limitations. The article argues that organisations can achieve better business outcomes, as well as equity outcomes associated with a diverse workforce, by adopting a relational, multilevel framework of managing diversity. Such a framework provides for the creation of what is termed ‘socially responsible diversity management’.

Socially responsible diversity management

2009 ◽  
Vol 15 (5) ◽  
pp. 639-651 ◽  
Author(s):  
Jawad Syed ◽  
Robin Kramar
Keyword(s):  
Social Justice ◽  
Affirmative Action ◽  
Diversity Management ◽  
Socially Responsible ◽  
Market Outcomes ◽  
Business Outcomes ◽  
Diverse Workforce ◽  
Managing Diversity ◽  
Labour Market Outcomes ◽  
Traditional Approaches

AbstractThe purpose of this article is to develop a conceptual framework to describe ‘socially responsible diversity management’. This framework seeks to demonstrate that the desired social justice outcomes of affirmative action programs and the business benefits of diversity management programs can be achieved but only by undertaking initiatives at a number of levels. Traditional approaches to afirmative action have been unsuccessful in achieving their goal of equitable labour market outcomes and it is unclear that diversity management programs have contributed to business outcomes. The article argues that neither affirmative action nor diversity management has been able to fully achieve its objectives because of a number of limitations. The article argues that organisations can achieve better business outcomes, as well as equity outcomes associated with a diverse workforce, by adopting a relational, multilevel framework of managing diversity. Such a framework provides for the creation of what is termed ‘socially responsible diversity management’.

Bologna, My Love: Il Cinema Ritrovato

2019 ◽  
Vol 73 (2) ◽  
pp. 72-79
Author(s):  
Carla Marcantonio
Keyword(s):  
Social Justice ◽  
Fairy Tale ◽  
Large Scale ◽  
Francis Ford Coppola ◽  
The Social ◽  
Ongoing Project

FQ books editor Carla Marcantonio guides readers through the 33rd edition of Il Cinema Ritrovato Festival held each year in Bologna at the end of June. Highlights of this year's festival included a restoration of one of Vittorio De Sica's hard-to-find and hence lesser-known films, the social justice fairy tale, Miracolo a Milano (Miracle in Milan, 1951). The film was presented by De Sica's daughter, Emi De Sica, and was an example of the ongoing project to restore De Sica's archive, which was given to the Cineteca de Bologna in 2016. Marcantonio also notes her unexpected responses to certain reviewings; Apocalypse Now: Final Cut (2019), presented by Francis Ford Coppola on the large-scale screen of Piazza Maggiore and accompanied by remastered Dolby Atmos sound, struck her as a tour-de-force while a restoration of David Lynch's Blue Velvet (1986) had lost some of its strange allure.

Social Justice and Dietetic Education: Are We Preparing Practitioners to Lead?

2020 ◽  
Vol 81 (3) ◽  
pp. 120-126
Author(s):  
Jennifer Brady
Keyword(s):  
Social Justice ◽  
Education And Training ◽  
Determinants Of Health ◽  
Structural Determinants ◽  
Social Justice Advocacy ◽  
Dietetic Education ◽  
Qualitative Survey ◽  
The Social ◽  
Reflexive Practice ◽  
And Training

Purpose: To explore dietetic practitioners’ perceptions of their education and training in the knowledge, skills, and confidence to understand social justice issues and to engage in socially just dietetic practice and social justice advocacy. Methods: An online semi-qualitative survey sent to Canadian dietitians. Results: Most respondents (n = 264; 81.5%) felt that knowledge- and skill-based learning about social justice and social justice advocacy should be a part of dietetic education and training. Reasons given by respondents for the importance of social justice learning include: client-centred care and reflexive practice, effecting change to the social and structural determinants of health, preventing dietitian burnout, and relevance of the profession. Yet, over half of respondents either strongly disagreed or disagreed that they were adequately prepared with the knowledge (n = 186; 57.4%), skills (n = 195; 60.2%), or confidence (n = 196; 60.5%) to engage in advocacy related to social justice concerns. Some questioned the practicality of adding social justice learning via additional courses to already full programs, while others proposed infusing a social justice lens across dietetic education and practice areas. Conclusions: Dietetic education and training must do more to prepare dietitians to answer calls for dietitians to engage in social justice issues through practice and advocacy.

‘Everything Belongs to God’

2018 ◽  
Author(s):  
Walter Rech
Keyword(s):  
Social Justice ◽  
Public Good ◽  
Economic Inequality ◽  
Private Ownership ◽  
Social Conflicts ◽  
The Public ◽  
The Social ◽  
Wealth Redistribution ◽  
Social Teachings

This chapter examines and contextualizes Sayyid Qutb’s doctrine of property and social justice, which he articulated at a time of deep social conflicts in Egypt. The chapter describes how Qutb, along with other writers concerned with economic inequality in the 1920s–40s such as Hasan al-Banna (1906–1949) and Abd al-Razzaq al-Sanhuri (1895–1971), conceptualised private ownership as a form of power that must be limited by religious obligations and subordinated to the public good. The chapter further shows that Qutb made this notion of restrained property central to a broader theory of social justice and wealth redistribution by combining the social teachings of the Qur’an with the modern ideal of the centralized interventionist state. Arguably this endeavour to revitalise the Quranic roots of Islamic charity and simultaneously appropriate the discourse of modern statehood made Qutb’s position oscillate between legalism and anti-legalism.

Rationales of gender diversity management policies and practices in India: an exploratory empirical study in the Indian IT/ITeS industry

2020 ◽  
Vol 39 (6) ◽  
pp. 667-688
Author(s):  
Shreyashi Chakraborty ◽  
Leena Chatterjee
Keyword(s):  
Survey Methodology ◽  
Economic Value ◽  
Gender Diversity ◽  
Diversity Management ◽  
Business Case ◽  
Full Time ◽  
Content Type ◽  
Indian Context ◽  
Management Policies ◽  
Policies And Practices

PurposeThe Indian context is marked with weak anti-discrimination laws and patchy implementation of protection of civil rights of women at workplaces. The purpose of this paper is to unearth the rationales of the adoption of gender diversity management policies and practices in India, in the absence of laws and regulations.Design/methodology/approachInspiration is drawn from previous studies on diversity management in other national contexts, and a survey methodology was adopted. The lead researcher administered the questionnaires personally to all respondents to ensure that the understanding of the questions is uniform across respondents as gender diversity management is a relatively new concept in India.FindingsSize of the organisation (number of full-time employees), the influence of external organisations and perceived enhanced organisational flexibility were found to explain the adoption of gender diversity management policies and practices in the Indian IT/ITeS industry. Findings also indicate that Indian subsidiaries of foreign multinationals tend to adopt more gender diversity management policies and practices as compared to Indian-owned organisations.Research implicationsThis study provides evidence that organisations do not always enact structures or behaviours in the pursuit of normative rationality and also consider the economic value of them, establishing an organisational agency in adopting legitimated norms or practices. The study also shows that gender diversity management policies and practices are not only dependent on the enactment of laws but also are adopted because of the economic benefit perceived.Originality/valueDiversity management policies and practices have been mostly studied in national contexts with anti-discrimination laws or affirmative action programs and have been claimed to be a successor of equal employment opportunity (EEO) policies. In the absence of stringent laws to reduce or eliminate discrimination against women employees in Indian workplaces, this study contributes to the literature by determining whether the business case for gender diversity drives the adoption of gender diversity management in the Indian context.

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