scholarly journals Management strategies to harness cultural diversity in Australian construction sites - a social identity perspective

2012 ◽  
Vol 12 (1) ◽  
pp. 1-11 ◽  
Author(s):  
Martin Loosemore ◽  
Florence T T Phua ◽  
Melissa Teo ◽  
Kevin D Dunn
Keyword(s):  
Social Identity ◽  
Cultural Diversity ◽  
Social Identity Theory ◽  
Construction Projects ◽  
Best Practice ◽  
Management Practices ◽  
Management Strategies ◽  
Diversity Management ◽  
Construction Sites ◽  
Cultural Backgrounds

 Construction sites around the world employ large numbers of people from diverse cultural backgrounds. The effective management of this cultural diversity has important implications for the productivity, safety, health and welfare of construction workers and for the performance and reputation of firms which employ them. The findings of a three year, multi-staged study of cultural diversity management practices on construction sites are critiqued using social identity theory. This reveals that so called “best-practice” diversity management strategies may have an opposite effect to that intended. It is concluded that the management of diversity on construction projects would benefit from being informed by social identity research. 

scholarly journals Perceptions of Diversity Management Practices among First- versus Second-generation Migrants

2019 ◽  
Vol 34 (5) ◽  
pp. 844-863
Author(s):  
Sophie Hennekam ◽  
Sabine Bacouel-Jentjens ◽  
Inju Yang
Keyword(s):  
Social Identity ◽  
Social Identity Theory ◽  
Migrant Workers ◽  
Management Practices ◽  
Second Generation ◽  
Diversity Management ◽  
Organisational Justice ◽  
Extended Case Method ◽  
First And Second Generation ◽  
Second Generation Migrants

Drawing on an extended case method approach consisting of observations, analysis of organisational documents and semi-structured in-depth interviews with first- and second-generation migrants working in a French car manufacturing company, this article examines how and why diversity management practices are perceived differently by first- versus second-generation migrant workers. Using social identity theory and equity theory as a theoretical framework, it was found that first- and second-generation migrants have different social expectations, which, in turn, influence their self-image, as well as their perception of organisational justice. The interaction between their social identity and their perception of justice affects how they appraise diversity management practices in their organisation. The study extends previous research on migrant workers and diversity management by building a conceptual model that outlines how and why diversity management practices are perceived differently by first- versus second-generation migrants.

scholarly journals Antecedents and Outcomes of a Culturally Diverse Workforce in Hotels

2021 ◽  
pp. 109634802098690
Author(s):  
Ashokkumar Manoharan ◽  
Michael J. Gross ◽  
Shruti R. Sardeshmukh
Keyword(s):  
Cultural Diversity ◽  
Group Dynamics ◽  
Social Identity Theory ◽  
Culturally Diverse ◽  
Research Evidence ◽  
Diversity Management ◽  
Diverse Workforce ◽  
The Social ◽  
Semistructured Interviews ◽  
Hospitality Firms

The topic of cultural diversity in hospitality firms has been somewhat neglected in the abundant research on cultural diversity in organizations. To overcome the gap, the purpose of the research was to examine the antecedents and outcomes of employing a culturally diverse workforce in hotels. Results from semistructured interviews showed there are four antecedents for the increase in cultural diversity and outcomes reflect significantly more benefits than challenges. Our findings suggest the benefits of cultural diversity come from the informational advantages, supporting the processing perspective. The challenges of diversity are rooted in the social categorization and in-group-out-group dynamics, lending support to the social identity theory. This study advances diversity literature based on research evidence of the various antecedents and outcomes in employing a culturally diverse workforce. Implications for diversity management are offered so the benefits may be sustained, and the challenges may be minimized in hospitality firms.

Status and Identity

2019 ◽  
pp. 1-21
Author(s):  
Deborah Welch Larson ◽  
Alexei Shevchenko
Keyword(s):  
Foreign Policy ◽  
Social Identity ◽  
Social Mobility ◽  
Social Identity Theory ◽  
Identity Management ◽  
Management Strategies ◽  
Social Groups ◽  
Social Competition ◽  
Russian Foreign Policy ◽  
International Standing

This chapter provides an overview of the book's main themes. This book draws on social identity theory (SIT) for insights into how status concerns and social identity shape Chinese and Russian foreign policy. SIT argues that social groups strive to achieve a positively distinctive identity. When a group's identity is threatened, it may pursue one of several identity management strategies: social mobility, social competition, or social creativity. Using SIT as a framework, the book addresses several questions. First, how important were status considerations in shaping Chinese and Russian foreign policy? Second, why did China and Russia choose a particular strategy in a given context for improving their state's international standing? Third, how effective were their chosen strategies as measured by the perceptions and beliefs of the leading states.

Managerial Practices in a High Cost Manufacturing Environment

2018 ◽  
pp. 1749-1768
Author(s):  
Renu Agarwal ◽  
Christopher Bajada ◽  
Paul J. Brown ◽  
Roy Green
Keyword(s):  
New Zealand ◽  
Best Practice ◽  
Management Practices ◽  
Management Practice ◽  
Low Cost ◽  
Management Strategies ◽  
Manufacturing Firms ◽  
Labour Cost ◽  
Managerial Practices ◽  
Management Capability

This chapter explores the management strategies adopted by manufacturing firms operating in high versus low cost economies and investigates the reasons for differences in the management practice choices. The study reported in this chapter identifies a subset of countries that have either high or low labour costs, with USA, Sweden, and Japan being high, and India, China, and Brazil being low labour cost economies. The high labour cost manufacturing firms are found to have better management practices. In this chapter, the authors find that Australia and New Zealand manufacturing firms face relatively high labour cost but lag behind world best practice in management performance. The chapter concludes by highlighting the need for improvement in management capability for Australian and New Zealand manufacturing firms if they are to experience a reinvigoration of productivity, competitiveness, and long-term growth.

scholarly journals Assessment of Lean Construction Practice at Selected Construction Sites in Klang Valley

2018 ◽  
Vol 7 (4.35) ◽  
pp. 125
Author(s):  
Mohammed Elhaj Alsoufi Mohammed Ahmed ◽  
Leong Sing Wong
Keyword(s):  
Construction Projects ◽  
Management Strategies ◽  
Health And Safety ◽  
Lean Construction ◽  
Building Construction ◽  
Total Quality ◽  
Construction Sites ◽  
Construction Techniques ◽  
Comprehensive Survey ◽  
Klang Valley

Lean construction is known to reduce costs, improve profit or increase competitiveness, increase business opportunity and customer base, improve health and safety, improve quality, yield higher employee salaries, shorten production timescales and increase customer satisfaction. With little attention on research of lean construction in Malaysia, it remains a problem of non-standardization in waste elimination strategies thereby sub optimizing waste management in Malaysian construction projects. The objective of this paper is to evaluate lean construction techniques and measure the feasibility in term of their applicability for construction at selected sites in Klang Valley, Malaysia. The study is novel and significant in a sense that it can help to develop reliable management strategies for implementing lean construction technologies at the construction sites. Case studies were carried out as a strategic method and comprehensive survey that covers both questionnaire and interview were adopted as a method of data collection. Likert scale 1 to 5 was used in the written questionnaire with workers in order to assess the level of awareness and acceptance on the need of lean construction techniques for eight construction sites in various places and with various categories (infrastructure and building construction projects) in Klang Valley, Malaysia. Later, semi structural interview was conducted with expert judgment to justify the factors which affect the implementation of lean construction at the construction sites. From the study outcome, it was discovered that both Total Quality Management (TQM) and Industrialized Building System (IBS) were rated by the respondents to be highly effective in both infrastructure and building construction projects.

Teacher Management Practices for First Graders With Attention Problems

2010 ◽  
Vol 15 (8) ◽  
pp. 638-645 ◽  
Author(s):  
Desiree W. Murray ◽  
David L. Rabiner ◽  
Kristina K. Hardy
Keyword(s):  
Practice Guidelines ◽  
Low Income ◽  
Best Practice ◽  
Management Practices ◽  
First Graders ◽  
Management Strategies ◽  
Attention Problems ◽  
Best Practice Guidelines ◽  
Frequent Use ◽  
Risk Characteristics

Objective: To examine whether teacher reports of accommodations and interventions for inattentive first graders are consistent with best practice guidelines. Method: A total of 36 teachers completed the Teacher Management Questionnaire (TMQ) for 92 students in five predominantly low-income, minority schools. The TMQ is a newly developed measure designed to assess the frequency with which teachers implement a variety of accommodations and interventions with individual students. Additional teacher and student background data were collected on the inattentive sample, including behavior ratings and academic testing. Results: Teachers reported variable implementation of different management strategies, with more frequent use of class-wide structure and organizational interventions, and less frequent assignment modifications and individual behavior plans. Greater use of some strategies was reported for inattentive students and those with additional risk characteristics such as oppositional behavior and school-based referrals. Conclusion: Teachers appear to differentiate some management strategies based on the presence of attention problems, although their self-reported implementation is not well aligned with best practice guidelines.

The Development of Intercultural Competences in Post-Bureaucratic Organizations

2017 ◽  
pp. 401-421 ◽  
Author(s):  
Maria Rosaria Nava
Keyword(s):  
Intercultural Competence ◽  
Management Practices ◽  
Management Strategies ◽  
Diversity Management ◽  
Qualitative Survey ◽  
Organizational Perspective ◽  
Primary Element ◽  
National Organizations ◽  
Bureaucratic Organizations

Nowadays, the concept of intercultural competence is both important and complex at the same time, recalling several dimensions and being applied in several areas or fields. An effective intercultural communication allows people to interact appropriately in a variety of situations, where culture is the primary element to be considered. Talking about intercultural competence implies other dimensions such as awareness, flexibility, empathy, and respect, and takes into account cognitive, motivational, and behavioral aspects. Intercultural competences need to be considered both from a human and organizational perspective with special attention to training and people management practices, diversity management, strategies and methodologies to develop, share and spread such competences. The objective of this chapter is to shed light into the concept of intercultural competence in the era of post-bureaucratic organizations acting within a global/glocal scenario and facing new challenges related to cultural and intercultural issues. A qualitative survey has been conducted to analyze the role of the intercultural competences within trans-national organizations.

Social Identity Theory and the Authoritarian Personality Theory in South Africa

2003 ◽  
Vol 33 (2) ◽  
pp. 109-117 ◽  
Author(s):  
Ulrike Niens ◽  
Ed Cairns ◽  
Gillian Finchilescu ◽  
Don Foster ◽  
Colin Tredoux
Keyword(s):  
Social Identity ◽  
Collective Efficacy ◽  
Social Identity Theory ◽  
Identity Management ◽  
Identity Theory ◽  
Management Strategies ◽  
Group Identification ◽  
Individual Identity ◽  
Personality Theory ◽  
Authoritarian Personality

Social identity theory assumes that individuals and collectives apply identity management strategies in order to cope with threatened social identities. It is argued here that an integration of social identity theory and the authoritarian personality theory may help to investigate identity management strategies for minority and majority groups. It was intended to investigate predictors of identity management strategies applied by students at the University of Cape Town. Analyses are based on a questionnaire survey of 457 university students. Results only partially confirmed assumptions derived from social identity theory. Group identification and perceptions of legitimacy were related to the individual identity management strategy, “individualisation”, while the collective strategy “social competition” was associated with collective efficacy and authoritarianism. Perceptions of instability and authoritarianism predicted preferences for “temporal comparisons”. ‘Superordinate recategorisation’ was only very weakly predicted by group identification. The study indicated that social identity theory and the authoritarian personality theory might play different roles in preferences for identity management strategies. While social identity theory appears better in explaining individual identity management strategies, the authoritarian personality theory might be better in explaining collective strategies.

scholarly journals Towards a clearer understanding of social identity theory’s self-esteem hypothesis.

2017 ◽  
Author(s):  
Mark Rubin
Keyword(s):  
Social Identity ◽  
Social Identity Theory ◽  
Identity Management ◽  
Management Strategies ◽  
Self Esteem ◽  
The Self ◽  
Group Behaviour ◽  
Dynamic Relation ◽  
Group Members ◽  
Collective Self Esteem

Social identity theory proposes that the need for self-esteem motivates group members to protect and enhance the positivity of their group. In this chapter, we explain this self-esteem hypothesis in detail and discuss its caveats and limitations. We also discuss recent work that proposes a dynamic relation between collective self-esteem and group-related outcomes. Based on this discussion, we present a reformulated version of the self-esteem hypothesis that makes more specific predictions than the original. We also broaden the scope of the self-esteem hypothesis by taking into account identity management strategies other than intergroup discrimination. Hence, this chapter moves beyond the blunt question of whether self-esteem motivates intergroup discrimination and instead provides a more nuanced explanation of the various issues that need to be considered when investigating the relation between the need for self-esteem and group behaviour.

scholarly journals More Than A Recruitment Task In German Hospitals: Effects Around Cultural Diversity Of Physicians Impatriation

2014 ◽  
Vol 13 (6) ◽  
pp. 1391
Author(s):  
Andreas J. Reuschl ◽  
Ricarda B. Bouncken
Keyword(s):  
Social Identity ◽  
Job Performance ◽  
Cultural Diversity ◽  
Social Identity Theory ◽  
Identity Theory ◽  
Intention To Leave ◽  
Job Resources ◽  
Industrialized Countries ◽  
Diverse Workforce

Hospitals in industrialized countries increasingly recruit foreign physicians and thus have to work with a diverse workforce that exerts challenges. On the basis of social identity theory and the job-resources-demands model, the authors discuss effects on job performance, the intention to leave, and develop a set of propositions.

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