Workplace diversity management in Australia

2016 ◽  
Vol 35 (2) ◽  
pp. 81-98 ◽  
Author(s):  
Paul J. Davis ◽  
Yuliya Frolova ◽  
William Callahan
Keyword(s):  
Design Methodology ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Workplace Diversity ◽  
Senior Managers ◽  
Content Type ◽  
Attitudes And Practices ◽  
Divergence Of Opinion ◽  
Hr Managers ◽  
Practical Implications

Purpose – The purpose of this paper is to identify Australian managers’ attitudes and understandings regarding workforce diversity management (WDM) and the practices and incorporation of WDM in organisations. Design/methodology/approach – Methodology is quantitative. A questionnaire in the form of a self-administered survey instrument was mailed to 650 managers (325 HR managers and 325 other managers) in Sydney, Melbourne and Brisbane. Findings – The research found that workforce diversity is not especially well understood or appreciated; especially by non-HR managers. Organisations appear generally not to prioritise WDM and levels of senior manager engagement with the topic are tentative. Statistical analysis highlighted considerable divergence of opinion across the surveyed group. Research limitations/implications – As an exploratory study, further research is encouraged to better understand cause and effect relationships pertaining to the findings. Practical implications – There are implications for HR managers or those in related roles who might design, implement and promote WDM initiatives. There are implications for consultants, employees and senior managers regarding education, awareness and support of diversity objectives. Originality/value – Addresses a gap in the literature by looking at contemporary attitudes and practices regarding WDM in Australian organisations. Provides the first empirical comparison between HR and other managers on the topic.

scholarly journals Identity, diversity and diversity management

2016 ◽  
Vol 35 (1) ◽  
pp. 48-64 ◽  
Author(s):  
Lotte Holck ◽  
Sara Louise Muhr ◽  
Florence Villesèche
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Diversity Management ◽  
Future Research ◽  
Policy Makers ◽  
Content Type ◽  
Hr Managers ◽  
The Relationship ◽  
Practical Implications ◽  
Diversity Research

Purpose – The purpose of this paper is to examine the relationship between the identity and diversity literatures and discuss how a better understanding of the theoretical connections between the two informs both diversity research and diversity management practices. Design/methodology/approach – Literature review followed by a discussion of the theoretical and practical consequences of connecting the identity and diversity literatures. Findings – The authors inform future research in three ways. First, by showing how definitions of identity influence diversity theorizing in specific ways. Second, the authors explore how such definitions entail distinct foci regarding how diversity should be analyzed and interventions actioned. Third, the authors discuss how theoretical coherence between definitions of identity and diversity perspectives – as well as knowledge about a perspective’s advantages and limitations – is crucial for successful diversity management research and practice. Research limitations/implications – The authors argue for a better understanding of differences, overlaps and limits of different identity perspectives, and for a stronger engagement with practice. Practical implications – The work can encourage policy makers, diversity and HR managers to question their own practices and assumptions leading to more theoretical informed diversity management practices. Originality/value – The theoretical connections between identity and diversity literature have so far not been reviewed systematically. The work foregrounds how important it is for diversity scholars to consider identity underpinnings of diversity research to help further develop the field within and beyond the three streams the authors discuss.

Effective feedback for millennials in new organizations

2018 ◽  
Vol 26 (4) ◽  
pp. 25-27
Author(s):  
Prantika Ray ◽  
Manjari Singh
Keyword(s):  
Performance Feedback ◽  
Millennial Generation ◽  
Design Methodology ◽  
Content Type ◽  
Effective Feedback ◽  
Effective Performance ◽  
Hr Managers ◽  
Key Aspects ◽  
Practical Implications

Purpose This paper aims to understand aspects of feedback given to the millennial generation, particularly in new organizations. Design/methodology/approach This paper is based on a review of existing literature from journals and magazines. The perspectives discussed in this paper have been substantiated with discussions with practicing line and HR managers. This paper has been further developed after conducting informal discussions with employees and their supervisors (both millennials and non-millennials). However, the synthesized perspectives expressed here are those of the authors. Findings The millennial generation has characteristics that relate to receiving feedback. Key aspects discussed in this paper are the purpose of feedback, formal versus informal methods, short versus long-term orientation, frequency, hierarchical relationships, and technology. Practical implications With the increasing entry of millennials into the workforce, organizations need to focus on the mechanisms and environments for effective feedback. Originality/value This paper is timely given the rising number of millennials entering the workforce. This work looks into the mechanisms for effective performance feedback, as well as creating a facilitating environment with the focus on employee development.

What does work mean to your workers?

2017 ◽  
Vol 25 (5) ◽  
pp. 15-17
Keyword(s):  
Design Methodology ◽  
White Collar Crime ◽  
White Collar ◽  
Blue Collar ◽  
Content Type ◽  
Blue Collar Workers ◽  
White Collar Workers ◽  
Pertinent Information ◽  
Hr Managers ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Talk of blue-collar and white-collar workers will seem faintly outdated for many HR managers. For some, blue-collar workers will conjure up images from the 1970s and 1980s of striking mineworkers, some of the terrible conditions in steel works or in car factories in the pre-robot era. And as for white-collar workers, again this term seems a little anachronistic, albeit it has recently been adopted when referring to computerized “white-collar” crime. And as for pink-collar workers, this surely was left for dead in the 1970s along with bell-bottom flares and male perms. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

What comes first: market or entrepreneurial orientation?

2016 ◽  
Vol 32 (10) ◽  
pp. 7-9
Keyword(s):  
Case Studies ◽  
Entrepreneurial Orientation ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Huge Amount ◽  
Senior Managers ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings For many, if not all, global firms, the perpetual question that occupies the minds of directors and senior managers alike is quite simply, what is the best strategy for the organization to follow? This is not a new question and not an overly complex one; however, it is one that is given huge amount of thought and is seen as something that always has to be answered. To not be able to answer it infers that there is no strategy, and then everyone in the firm knows they are in trouble. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Developing a marketing framework for the bottom of the pyramid consumers

2020 ◽  
Vol 17 (3) ◽  
pp. 455-471
Author(s):  
Mahima Mathur ◽  
Ritu Mehta ◽  
Sanjeev Swami
Keyword(s):  
Qualitative Research ◽  
Design Methodology ◽  
Research Approach ◽  
Bottom Of The Pyramid ◽  
Senior Managers ◽  
Content Type ◽  
Successful Business ◽  
Bop Markets ◽  
Depth Interviews ◽  
Practical Implications

PurposeThis paper develops a comprehensive marketing framework that firms could use as a foundation for developing a successful business model that ensures sustainability in BOP markets.Design/methodology/approachThe study employs a qualitative research approach based on semi-structured in-depth interviews with founders or senior managers of Indian firms who have been successfully operating in the Indian BOP market. The data is then systematically coded and categorized with the help of software to get better insights.FindingsThe findings of the paper indicate that although the traditional 4As of marketing are important, they do not explain the success of firms adequately. Based on the findings of the interviews, we propose an 8A model that comprises the original 4As along with adaptability, assistance, action innovation and accelerating scale.Practical implicationsThe proposed 8A framework would be useful for domestic and multi-national firms aiming to make a foray into the Indian BOP market.Originality/valueThe paper contributes to the literature on the BOP market by identifying the factors important for succeeding in the BOP market. It builds on the 4A model to propose 8As marketing framework in the context of BOP markets.

Reflections on the COVID-19 pandemic's human challenges

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Crisis Management ◽  
International Business ◽  
Design Methodology ◽  
Management Strategies ◽  
Content Type ◽  
Attitudes And Practices ◽  
Social Trends ◽  
Self Interest ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This viewpoint paper examines COVID-19's impact in international business attitudes and practices, namely: revisiting and intensifying power imbalances, shifts to greater national protectionism, and company crisis management strategies during the pandemic. Links between COVID-19, trade, poverty, and human rights are also considered. The authors report that COVID-19 has aggressively intensified pre-existing social trends like the concentration of wealth and power, and the dominance of large businesses and big tech. The devastation of economies in developing countries has revealed how dependent they are on trade with wealthier countries and multinational companies, who can sever their loyalty mercilessly out of self-interest. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

How to build an inclusive workplace

2015 ◽  
Vol 23 (7) ◽  
pp. 34-37
Author(s):  
Anita Sarkar
Keyword(s):  
Design Methodology ◽  
Mentoring Programs ◽  
Workplace Diversity ◽  
Effective Management ◽  
Successful Management ◽  
Content Type ◽  
Managing Diversity ◽  
Employee Groups ◽  
Practical Implications

Purpose – Describes the role of HR in creating an inclusive workplace. Design/methodology/approach – Explains how organizations can build an inclusive workplace that addresses the diverse needs of different employee groups. Findings – Shows that affirmative action is an important first step toward managing diversity, but successful management of diversity goes beyond merely complying with the letter of the law. Practical implications – Advances the view that scholarship programs for minority members, diversity scorecards, mentoring programs, language assistance, diversity councils and support from relevant stakeholders can go a long way in ensuring an inclusive work environment. Social implications – Argues that the effective management of diversity is a business and social imperative. Originality/value – Provides insights into how organizations can effectively manage workplace diversity.

Workforce diversity: from a literature review to future research agenda

2020 ◽  
Vol 12 (4) ◽  
pp. 577-603
Author(s):  
Shatrughan Yadav ◽  
Usha Lenka
Keyword(s):  
Research Agenda ◽  
Design Methodology ◽  
Theoretical Perspective ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Future Research ◽  
Comprehensive Review ◽  
Content Type ◽  
Future Research Agenda ◽  
Different Dimensions

Purpose Workforce diversity is widely believed to enhance the knowledge and perspectives of organizations. The purpose of this study is to synthesize the existing diverse literature on workforce diversity and to enlighten the avenues for future research in managing workforce diversity. Design/methodology/approach This study performs a comprehensive review of empirical and conceptual studies published on workforce diversity and its outcomes in the top 13 peer-reviewed leading management journals between 1990 and 2019. Findings The assessment of diversity literature reported mixed and inconsistent results that are the critical challenges of diversity management. Furthermore, most studies have not individually identified the problems of diversity dimensions. To understand the problems, this study has divided the different dimensions of diversity (e.g. age, gender, race, education, functional background and tenure) and their results, supported by various theories. The findings of this study suggested a different reason for existing conflicts and proposed a future research agenda. Originality/value To overcome the challenges of diversity, this study has proposed the future research agenda for future research. to take optimum advantage of workforce diversity, this study contributes a theoretical perspective that enhances the understanding of existing diversity in organizations and develops diverse organizations.

TQM implementation for the healthcare sector

2017 ◽  
Vol 30 (3) ◽  
pp. 210-216 ◽  
Author(s):  
Andrea Chiarini ◽  
Emidia Vagnoni
Keyword(s):  
Design Methodology ◽  
Healthcare Sector ◽  
Public Healthcare ◽  
Total Quality ◽  
Programme Implementation ◽  
Senior Managers ◽  
Content Type ◽  
Second Category ◽  
Practical Implications ◽  
Common Vision

Purpose The purpose of this paper is to enlarge the debate on total quality management (TQM) implementation in the healthcare sector and to evaluate how and whether leadership can affect TQM implementation. Design/methodology/approach This paper is based on findings from a literature review of TQM and leadership. The authors analysed these findings to categorise causes of a lack of leadership in TQM programme implementations. Findings The authors propose three categories of causes of a lack of leadership in TQM programme implementation. The first cause is well-known: a lack of senior managers’ involvement and commitment. The second category is the “combined leadership” that occurs in large healthcare organisations; and the third category is the influence of an external “political leadership” on public healthcare. Research limitations/implications This paper presents researchers with three categories of causes of failure of leadership in TQM implementation that can be investigated. It also encourages reflections from practitioners concerning TQM leadership in the healthcare sector. Practical implications The authors request that practitioners reflect on ways to create or sustain a “monolithic” leadership, especially in large organisations, to ensure a common vision, values and attitude for unitary TQM governance. Originality/value In an original way, this paper analyses and proposes three categories of causes linked to a lack of TQM leadership in the healthcare sector.

scholarly journals The enemy has passed through the gate

2015 ◽  
Vol 2 (2) ◽  
pp. 134-156 ◽  
Author(s):  
Denis Fischbacher-Smith
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Potential Role ◽  
Systems Approach ◽  
Evidence Base ◽  
Senior Managers ◽  
Content Type ◽  
Organisational Effectiveness ◽  
It Impacts ◽  
Practical Implications

Purpose – The purpose of this paper is to highlight the potential role that the so-called “toxic triangle” (Padilla et al., 2007) can play in undermining the processes around effectiveness. It is the interaction between leaders, organisational members, and the environmental context in which those interactions occur that has the potential to generate dysfunctional behaviours and processes. The paper seeks to set out a set of issues that would seem to be worthy of further consideration within the Journal and which deal with the relationships between organisational effectiveness and the threats from insiders. Design/methodology/approach – The paper adopts a systems approach to the threats from insiders and the manner in which it impacts on organisation effectiveness. The ultimate goal of the paper is to stimulate further debate and discussion around the issues. Findings – The paper adds to the discussions around effectiveness by highlighting how senior managers can create the conditions in which failure can occur through the erosion of controls, poor decision making, and the creation of a culture that has the potential to generate failure. Within this setting, insiders can serve to trigger a series of failures by their actions and for which the controls in place are either ineffective or have been by-passed as a result of insider knowledge. Research limitations/implications – The issues raised in this paper need to be tested empirically as a means of providing a clear evidence base in support of their relationships with the generation of organisational ineffectiveness. Practical implications – The paper aims to raise awareness and stimulate thinking by practising managers around the role that the “toxic triangle” of issues can play in creating the conditions by which organisations can incubate the potential for crisis. Originality/value – The paper seeks to bring together a disparate body of published work within the context of “organisational effectiveness” and sets out a series of dark characteristics that organisations need to consider if they are to avoid failure. The paper argues the case that effectiveness can be a fragile construct and that the mechanisms that generate failure also need to be actively considered when discussing what effectiveness means in practice.

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