Gender & Diversity Management als gleichstellungspolitische Strategie zur Gewinnung weiblicher Fach-und Führungskräfte für Unternehmen

2012 ◽  
pp. 141-155
Author(s):  
Sandra Struthmann
Keyword(s):  
Gender Diversity ◽  
Diversity Management

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.

Gender diversity and innovation in mining – a corpus-based discourse analysis

2017 ◽  
Vol 9 (4) ◽  
pp. 359-376 ◽  
Author(s):  
Ylva Fältholm ◽  
Cathrine Norberg
Keyword(s):  
Discourse Analysis ◽  
Gender Diversity ◽  
Mining Industry ◽  
Diversity Management ◽  
Business Case ◽  
Female Representation ◽  
Policy Makers ◽  
Content Type ◽  
Gender Patterns ◽  
Practical Implications

Purpose The purpose of this study is to gain increased knowledge about gender diversity and innovation in mining by analyzing how women are discursively represented in relation to these two concepts, and in doing so establish how diversity management is received and communicated in the industry. Design/methodology/approach The study is based on analysis of texts including references to gender diversity and innovation in mining found on the web. The tool used to retrieve the data has been WebCorpLive, a tool designed for linguistic analysis of web material. Findings Although increased female representation is communicated as a key component in the diversity management discourse, based on the idea that diversity increases innovation and creativity, closer analysis of texts on diversity and innovation in mining shows that what women are expected to contribute with has little explicit connection with innovation. Research limitations/implications The study contributes with increased knowledge about diversity management by providing an example of how it is received in a traditionally male-dominated industry. Practical implications The findings indicate that for diversity management to have a real effect in mining, it needs to be based on gender equality and social justice motives, rather than on a business case rationale – the principal motive today. To enable this change, stereotypical gender patterns, as shown in this study, need to be made visible and problematized among policy makers, practitioners and actors on all levels of the industry. Originality value The study contributes with new knowledge about gender in the mining industry previously not attended to by using a method which so far has been sparsely used in discourse analysis, although pointed out as promising.

Gender diversity management in foreign subsidiaries: A comparative study in Germany and Japan

2022 ◽  
Vol 28 (3) ◽  
pp. 100921
Author(s):  
Anna Katharina Bader ◽  
Fabian Jintae Froese ◽  
Fang Lee Cooke ◽  
Tassilo Schuster
Keyword(s):  
Comparative Study ◽  
Gender Diversity ◽  
Diversity Management ◽  
Foreign Subsidiaries

Do Women Perceive Organizational Culture Differently From Men?

2018 ◽  
pp. 253-271
Author(s):  
Richa Vij
Keyword(s):  
Decision Making ◽  
Organizational Culture ◽  
Gender Diversity ◽  
Intervention Strategy ◽  
Diversity Management ◽  
Effective Management ◽  
Representation Of Women ◽  
Women Employees ◽  
Female Employees ◽  
Women In The Workforce

With the increasing proportion of women in the workforce, need for effective management of gender-diversity is being felt. While much of the effort in gender-diversity management has been on representation of women in the decision-making bodies and processes, the most fundamental diversity issue for the organization remains practically untouched. Organizational culture has long been shaped and dominated by male orientations and therefore focus on change in the organizational culture can help in addressing the issue of discrimination and isolation of women in organizations. Any intervention strategy in this regard would require understanding of the attributes of organizational culture that give the feeling of discrimination to women employees resulting in their isolation from the mainstream, thereby hampering their performance. The present chapter aims at identifying the attributes of organizational culture in respect of which the perceptions of female employees differ significantly from those of male employees in State Bank of India.

Gender Diversity Management and Employees’ Turnover: A Case Study in the Japanese Hotel Industry

2021 ◽  
pp. 111-133
Author(s):  
Masahiro Hosoda ◽  
Hitomi Toyosaki ◽  
Miyu Hayakawa ◽  
Kenichi Suzuki
Keyword(s):  
Gender Diversity ◽  
Hotel Industry ◽  
Diversity Management

Workforce diversity and organizational performance: a study of IT industry in India

2017 ◽  
Vol 39 (2) ◽  
pp. 160-183 ◽  
Author(s):  
Subhash C. Kundu ◽  
Archana Mor
Keyword(s):  
Organizational Performance ◽  
Gender Diversity ◽  
Diversity Management ◽  
Employee Perceptions ◽  
Theory And Practice ◽  
Self Report ◽  
Potential Contribution ◽  
It Industry ◽  
Content Type ◽  
Future Studies

Purpose The purpose of this paper is to examine the relationship between employee perceptions of diversity (i.e. significance of diversity and diversity management, and value of diversity practices employed) and perceived organizational performance. It also attempts to examine whether the perceptions of diversity vary among employees from different diversity backgrounds (i.e. across gender and categories) in Indian IT industry. Design/methodology/approach Primary data based on 402 respondents were analysed using statistical tools like factor analysis, correlations, analysis of variance, means, grand means, and regression. Findings Results indicated that employees irrespective of their diversity backgrounds positively acknowledged diversity and diversity management. However, limited but significant differences were observed among employee perceptions regarding valuing the diversity practices employed based on their diversity backgrounds. Further, employees’ perception of promotion of gender diversity was found to be positively related to perceived organizational performance. Research limitations/implications This paper relied on self-report surveys for data collection. Future studies should collect data using multiple methods to avoid common-method bias. As the sample was drawn from India, specifically from IT industry, the conclusions may not be generalized to other industries. Future studies may be conducted across industries covering different cultural settings. Practical implications Implications are first, that, in addition to investing in initiatives for promoting diversity, especially gender diversity, organizations need to ensure positive perceptibility of these initiatives by employees. Second, to foster acceptance and effectiveness of gender/diversity initiatives in organizations, managers need to ensure men and majority group employees are part of these initiatives. Third, IT industry needs to reassess their hiring strategies and should design diversity programmes with goals in mind, if not quotas, to hire and retain diverse employees to explore their potential contribution. Originality/value Inclusion of employees of Indian IT industry of different categories will definitely add value to the existing knowledge on diversity, management theory, and practice.

scholarly journals Gender diversity, ethnic diversity and employee performance in a South African higher education institution

2019 ◽  
Vol 17 ◽  
Author(s):  
Simbarashe Zhuwao ◽  
Hlanganipai Ngirande ◽  
Wiseman Ndlovu ◽  
Sam T. Setati
Keyword(s):  
Higher Education ◽  
South Africa ◽  
Ethnic Diversity ◽  
Diversity Training ◽  
Employee Performance ◽  
Gender Diversity ◽  
Diversity Management ◽  
Education Institution ◽  
Legal Compliance ◽  
Higher Education Institution

Orientation: Although there has been an improvement in workforce diversity in South Africa, gender and ethnicity issues such as discrimination, prejudice and sexual harassment prevail within organisations. This is because organisational leaders view diversity as a matter of legal compliance instead of as a value addition to organisational growth and profitability. Based on this, it is important for organisations to understand the economic side of diversity and not just be content with having such a workforce.Research purpose: This study investigated the effects of gender and ethnic diversity on the performance of employees in a selected higher education institution in South Africa.Motivation of the study: The study was conducted to determine whether gender and ethnic diversity influences the performance of employees in a higher education institution in South Africa. It is believed that by doing so, the study may assist organisational leaders to determine strategies and best practices that will create culture that is inclusive rather than exclusive.Research approach/design and method: A cross-sectional research design was used. A stratified random sample (n = 258) was chosen by dividing employees into homogeneous strata of academic and non-academic employees. A self-administered questionnaire was used to gather data. Pearson product moment correlation and multiple regression analysis were performed.Main findings: The results show that gender diversity and ethnic diversity are positively and significantly related to employee performance. The study recommends that higher education institutions implement effective diversity management policies and strategies to improve the effectiveness of gender and ethnic diversity towards the performance of employees.Practical/managerial implications: The study recommends organisations to embrace diversity and not just abide by the affirmative action policies and be satisfied with having such a workforce. To achieve this, effective diversity management programmes such as diversity training and mentoring programmes should be implemented to ensure that all employees are properly trained on diversity issues.Contribution/value add: First of all, the findings of this study will add to existing knowledge that will aid in the understanding of gender and ethnic diversity in general and its relevance to employee performance, which in turn leads to organisational performance. Furthermore, this study will be an eye opener to organisational leaders and employees as it will help them to begin to see that diversity is a blessing rather than a matter of legal compliance. It will help organisations to see the need for having diversity and confirm that employees can work together despite their differences.

scholarly journals Diversity management and gender equality outcomes in research, development and innovation organisations: Lessons for practitioners

2018 ◽  
Vol 28 (4) ◽  
pp. 166-190
Author(s):  
Katalin Tardos ◽  
Veronika Paksi
Keyword(s):  
Conceptual Framework ◽  
Gender Equality ◽  
Gender Inequality ◽  
Gender Diversity ◽  
Diversity Management ◽  
Research Development ◽  
Research Gap ◽  
And Gender ◽  
The Impact ◽  
Extensive List

Understanding the impact of various diversity management (DM) practices in terms of their effectiveness in achieving desired outcomes within the organisation is a prevalent research gap in the general DM literature and the new stream of literature on DM in the research, development, and innovation (RDI) sector. Therefore, this article reviews the literature on gender diversity practices in RDI workplaces and how DM contributes to gender equality outcomes. For this purpose, we introduced a conceptual framework to demonstrate the interrelatedness of the forms and reasons for gender inequality, and the choice of DM practices and their outcomes. Moreover, we compiled an extensive list of DM practices for practitioners related to how to address the different forms and underlying reasons for gender inequality. Finally, by comparing the literature on DM outcomes in the business and the RDI sector, we concluded that research on measuring the outcomes of DM practices was less developed for RDI organisations, but gaps of knowledge on the outcomes of DM practices prevailed in both sectors. Organisational contexts in which specific diversity practices were implemented had a significant role in determining their effectiveness,highlighting the relevance of the institutionalist theory.

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