Equal opportunity and diversity management meet downsizing

2006 ◽  
Vol 28 (1) ◽  
pp. 46-61 ◽  
Author(s):  
Asma Bajawa ◽  
Jean Woodall
2018 ◽  
pp. 1233-1259 ◽  
Author(s):  
Marilyn Y. Byrd ◽  
Claretha Hughes

This chapter brings to light how diversity management, a widely practiced management philosophy, has emerged from an original focus of equal opportunity and representation to a focus on a strategic and competitive business opportunity for organizations. The objective of this chapter is to represent diversity management as an organization-serving philosophy that has failed to uphold a personal, moral, and ethical obligation to the dignity and worth of its socially marginalized workforce. The goal is to recommend a paradigm shift for diversity management that responds to the social injustices experienced by marginalized employees in everyday lived career experiences that can be detrimental to career aspirations.


2022 ◽  
pp. 275-302
Author(s):  
Marilyn Y. Byrd ◽  
Claretha Hughes

This chapter highlights how diversity management, a widely practiced management philosophy, has emerged from an original focus of equal opportunity and representation to a focus on a strategic and competitive business opportunity for organizations. However, the adverse, lived experiences that socially marginalized people experience are concealed within business goals despite having their “difference” marketed as a competitive advantage. The aim of this chapter is to conceptualize diversity management as having mutually inclusive, intersecting goals rather than mutually exclusive, competing goals.


Author(s):  
Judith K. Pringle ◽  
Glenda Strachan

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.


Author(s):  
Marilyn Y. Byrd ◽  
Claretha Hughes

This chapter brings to light how diversity management, a widely practiced management philosophy, has emerged from an original focus of equal opportunity and representation to a focus on a strategic and competitive business opportunity for organizations. The objective of this chapter is to represent diversity management as an organization-serving philosophy that has failed to uphold a personal, moral, and ethical obligation to the dignity and worth of its socially marginalized workforce. The goal is to recommend a paradigm shift for diversity management that responds to the social injustices experienced by marginalized employees in everyday lived career experiences that can be detrimental to career aspirations.


2018 ◽  
Vol 37 (5) ◽  
pp. 438-449 ◽  
Author(s):  
Thomas Köllen ◽  
Marja-Liisa Kakkuri-Knuuttila ◽  
Regine Bendl

PurposeThere seems to exist a widespread, unquestioned and unquestionable consent, both in research and practice, that there is a moral value inherent in equality and related initiatives toward diversity and inclusion. However, this consent is primarily based on political convictions and emotional reasons, and is without any strong ethical grounding. Whilst a considerable volume of research has been carried out into different facets of the economic value of initiatives toward equality, diversity, and inclusion (EDI), comparatively little research has been undertaken into its moral value. Therefore, the purpose of this paper is to structure the moral perspectives on EDI more precisely and more critically.Design/methodology/approachAfter discussing the interrelation of the three concepts equality, diversity and inclusion, the authors discuss the way in which initiatives toward diversity and inclusion are justified morally in literature. The authors point out the crucial position of equality, and then, subsequently, outline how different approaches to equality try to achieve moral legitimacy. Being an important group of initiatives in this debate, the authors subsequently reflect upon the moral (il)legitimacy of affirmative action (AA). The concluding section of this paper provides a brief summary of the findings.FindingsThe moral evaluation of equality, diversity and inclusion remains an under-theorized field. Within the discourse on equality, diversity and inclusion, the term “justice” is largely used in an intuitive way, rather than being rooted in a specific moral philosophy. As there are several conceivable, differing moral perspectives on EDI, one cannot expect an indisputable answer to the question as to whether a given approach toward equality, diversity and inclusion is morally praiseworthy or just. However, the widespread assumption that equality is morally praiseworthyper se, and that striving for equality morally justifies any initiative toward diversity and inclusion, is untenable.Originality/valueThis paper addresses the lack of theorizing on the moral value of initiatives toward equality, diversity, and inclusion, such as diversity management, AA or various equal opportunity approaches. Future research could enrich the discourse on the moral evaluation of diversity management, inclusion programs and organizational equality approaches with new philosophical facets and perspectives, perspectives that might differ from those taken in the predominantly American discourse.


Author(s):  
Marilyn Y. Byrd ◽  
Claretha Hughes

This chapter highlights how diversity management, a widely practiced management philosophy, has emerged from an original focus of equal opportunity and representation to a focus on a strategic and competitive business opportunity for organizations. However, the adverse, lived experiences that socially marginalized people experience are concealed within business goals despite having their “difference” marketed as a competitive advantage. The aim of this chapter is to conceptualize diversity management as having mutually inclusive, intersecting goals rather than mutually exclusive, competing goals.


2015 ◽  
Author(s):  
Jürgen Wegge ◽  
Klaus-Helmut Schmidt
Keyword(s):  

Sign in / Sign up

Export Citation Format

Share Document