Exploring Diversity and Inclusion Leadership in Complex Organizations

2021 ◽  
pp. 320-353
Author(s):  
Stephanie J. Barrett
Keyword(s):  
Sexual Orientation ◽  
Affirmative Action ◽  
Competitive Advantage ◽  
21St Century ◽  
Delphi Study ◽  
Social Categories ◽  
Diverse Workforce ◽  
Diversity And Inclusion ◽  
Diversity Programs ◽  
Successful Employment

Even with affirmative action legislation and diversity programs, organizations struggle to create a diverse and inclusive 21st-century workplace. The purpose of this qualitative, classical Delphi study was to gain consensus among diversity leaders in the federal contractor community about best practices for the successful employment of diversity and inclusion in the workforce, both to meet affirmative action regulations and to incorporate 21st-century social categories, such as veterans, males, females, age, sexual orientation, minorities, disabilities, and LGBTQs. Incorporating a diverse workforce above and beyond the requirements of affirmative action gives companies a competitive advantage over companies that fail to do so.

Diversity and Inclusion in the 21st Century

2011 ◽  
Author(s):  
George Jones ◽  
Scott R. Van Buskirk ◽  
Marcia Anderson ◽  
Sharon K. G. Dunbar ◽  
Juan G. Ayala ◽  
...  
Keyword(s):  
21St Century ◽  
Diversity And Inclusion

scholarly journals Gender Affirmative Action and Management: A Systematic Literature Review on How Diversity and Inclusion Management Affect Gender Equity in Organizations

2021 ◽  
Vol 11 (2) ◽  
pp. 21
Author(s):  
Julia V. Furtado ◽  
António C. Moreira ◽  
Jorge Mota
Keyword(s):  
Affirmative Action ◽  
Gender Equity ◽  
Diversity Management ◽  
Equal Employment Opportunity ◽  
Representation Of Women ◽  
Diversity And Inclusion ◽  
Controversial Topic ◽  
The Subject ◽  
The Common ◽  
Prior Experiences

Gender affirmative action (AA) in management remains a controversial topic among scholars, practitioners, and employees. While some individuals may support the use of AA policies as a means of increasing representation of women, others are not supportive at all, further understanding gender AA as an unacceptable violation of merit—even when targeted by it. With the aim of analyzing how scholars have approached the subject, we systematically reviewed 76 published articles (SCOPUS database), covering the extant literature on gender AA and management. Findings indicate a consensus regarding the common antecedents of attitudes towards gender AA with prior experiences with AA and diversity management (DM) (as well as general perceptions of AA). Performance and satisfaction appear as the predominant outcomes. In addition, while investigating the differences among AA, equal employment opportunity (EEO) and diversity management (DM), scholars are mainly focused on the effectiveness of AA as a means of increasing the inclusion of minorities in general. We conclude that despite marginal studies on employees’ attitudes toward gender AA, there is a gap in the literature, particularly an absence of research on the bivalent position of meritocracy (or merit violation) as both an antecedent and outcome of attitudes towards AA, which deserves further scrutiny.

scholarly journals The Right to Discriminate

2011 ◽  
Vol 13 (2) ◽  
pp. 157-181 ◽  
Author(s):  
Russell Sandberg
Keyword(s):  
Sexual Orientation ◽  
21St Century ◽  
Judicial Review ◽  
Religious Freedom ◽  
Human Sexuality ◽  
Religious Groups ◽  
Broadcast Media ◽  
High Profile ◽  
The United Kingdom ◽  
The Right

The first decade of the 21st century has witnessed a number of controversies surrounding the interaction between law and religion in the United Kingdom. In particular, tensions have emerged between laws protecting religious freedom and those which prohibit discrimination on grounds of sexual orientation. In particular, Parliament has repeatedly examined the scope and ambit of exceptions afforded to religious groups which allow them to discriminate on grounds of sexual orientation when specific conditions are met. And these exceptions have reportedly led to tensions within both the Blair and Brown cabinets and rebukes from the Vatican and the European Commission, criticising the exceptions for being too narrow and too broad respectively. The exceptions have also been challenged by way of judicial review, have been applied or commented upon in a number of high-profile cases and have attracted comment in the print and broadcast media. A number of employees have brought claims asserting that new legal requirements promoting equality on grounds of sexual orientation are incompatible with their religious beliefs. This article seeks to explore the legal changes that have occurred in the first decade of the 21st century affecting religion and sexual orientation with particular reference to how courts and tribunals have dealt with clashes between the two. It discusses the extent to which English law allows religious groups and individuals to follow their own beliefs regarding human sexuality.

scholarly journals Workforce Diversity: Boon or Bane to the Organisation

2019 ◽  
pp. 7-16
Author(s):  
Aiman Hasan
Keyword(s):  
Competitive Advantage ◽  
Global Economy ◽  
Workforce Diversity ◽  
Critical Area ◽  
Research Papers ◽  
Diverse Workforce ◽  
Hrm Practices ◽  
The People ◽  
Fast Pace ◽  
The Individual

Workforce diversity is a critical area of competence for any organisation. It is an important asset for every organisation that seeks competitive advantage in the global economy. With the change in needs at the fast pace, the association among the people from varied culture, background, beliefs etc. has increased substantially. Wambui et.al. state that HRM practices need to promote diversity for business to grow effectively. The paper discusses the various benefits of a having a diverse workforce along with the challenges linked to it (post #me too movement also). The study of various literature and research papers and books has been done which reveals that diversity is all about differences. The manner in which we analyse and use these differences will determine whether diversity is an asset or liability to the individual and the organization. Workforce diversity can prove to be a strong pillar to the organisation if managed appropriately. There is need to lead a diverse workforce that can give diverse benefits to the organisation.

Diversity, inclusion and CSG: the challenges and the benefits

2016 ◽  
Vol 56 (2) ◽  
pp. 536
Author(s):  
Suzanne Westgate
Keyword(s):  
Workforce Diversity ◽  
Workplace Diversity ◽  
Regulatory Change ◽  
Diverse Workforce ◽  
Customer Base ◽  
Diversity And Inclusion ◽  
Diversity Policy ◽  
Authentic Engagement ◽  
Eastern Seaboard ◽  
Inclusion And Diversity

Organisations increasingly accept that a genuine commitment to workforce diversity and inclusion improves profitability, reputation and effectiveness. It is also widely accepted that natural CSG projects on the eastern seaboard face increasing challenges from community opposition groups and regulatory change. Embracing diversity and inclusion in the workplace, and developing CSG projects, both require authentic engagement. AGL Energy Limited’s (AGL) Inclusion and Diversity Policy recognises that a diverse workforce, with its broad range of experience and perspectives, has a better opportunity to understand and engage in AGL’s customer base and the communities in which it works. AGL’s policy also emphasises how a diverse workforce can facilitate more creative, innovative and effective solutions. This extended abstract considers how workplace diversity can positively contribute to the development of CSG projects, which must navigate organised community opposition as well as complex regulatory environments. CSG projects, which are typically located in regional areas, can also positively contribute to a more diverse workforce. Provided are examples of situations in which diversity of—and respect for—skills, experience, gender, age, and backgrounds have assisted in achieving successful access negotiations, and enabled authentic engagement with members of the communities in which AGL operates.

Strategies for Nursing Leaders on Recruiting and Retaining a Diverse Workforce

2020 ◽  
Vol 26 (1) ◽  
pp. 17-22
Author(s):  
Mika Sunago
Keyword(s):  
Socioeconomic Status ◽  
Sexual Orientation ◽  
Gender Identity ◽  
Personality Traits ◽  
Generational Differences ◽  
Diverse Workforce ◽  
Nursing Leaders ◽  
Professional Goals ◽  
Disability Status ◽  
Nursing Teams

There are many benefits to diversity in nursing teams; for example, diverse teams are more cognitively diverse, innovative, collaborative, creative, and inclusive, and have more satisfied employees (Douma, 2017). Diversity includes variations in religion, ethnicity, personality traits, sexual orientation, gender identity, generational differences, socioeconomic status, and disability status. This article presents strategies that have been successful in hiring employees with varied backgrounds, recognizing that they bring unique values and professional goals. It also provides recommendations for retaining a diverse staff, including awareness of differences in the concept of time and of religious customs, promoting inclusivity in the team, initiating crucial conversations, and encouraging participation.

Developing the Neurology Diversity Officer

Neurology ◽  
2021 ◽  
pp. 10.1212/WNL.0000000000011460
Author(s):  
Nimish A. Mohile ◽  
Andrew R. Spector ◽  
Ima M. Ebong ◽  
Charles Flippen ◽  
Camilo Gutierrez ◽  
...  
Keyword(s):  
Emotional Support ◽  
Positive Influence ◽  
Specific Role ◽  
Diverse Workforce ◽  
Diversity And Inclusion ◽  
Diverse Society ◽  
The Many ◽  
Cultural Gaps ◽  
Diversity Officers

Academic Neurology Departments must confront the challenges of developing a diverse workforce, reducing inequity and discrimination within academia, and providing neurologic care for an increasingly diverse society. A neurology diversity officer should have a specific role and associated title within a neurology department as well as a mandate to focus their efforts on issues of equity, diversity and inclusion that affect staff, trainees and faculty. This role is expansive and works across departmental missions but it has many challenges related to structural intolerance and cultural gaps. In this review, we describe the many challenges that diversity officers face and how they might confront them. We delineate the role and duties of the neurology diversity officer and provide a guide to departmental leaders on how to assess qualifications and evaluate progress. Finally, we describe the elements necessary for success. A neurology diversity officer should have the financial, administrative and emotional support of leadership in order for them to carry out their mission and to truly have a positive influence.

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