Socially responsible diversity management

2009 ◽  
Vol 15 (5) ◽  
pp. 639-651 ◽  
Author(s):  
Jawad Syed ◽  
Robin Kramar
Keyword(s):  
Social Justice ◽  
Affirmative Action ◽  
Diversity Management ◽  
Socially Responsible ◽  
Market Outcomes ◽  
Business Outcomes ◽  
Diverse Workforce ◽  
Managing Diversity ◽  
Labour Market Outcomes ◽  
Traditional Approaches

AbstractThe purpose of this article is to develop a conceptual framework to describe ‘socially responsible diversity management’. This framework seeks to demonstrate that the desired social justice outcomes of affirmative action programs and the business benefits of diversity management programs can be achieved but only by undertaking initiatives at a number of levels. Traditional approaches to afirmative action have been unsuccessful in achieving their goal of equitable labour market outcomes and it is unclear that diversity management programs have contributed to business outcomes. The article argues that neither affirmative action nor diversity management has been able to fully achieve its objectives because of a number of limitations. The article argues that organisations can achieve better business outcomes, as well as equity outcomes associated with a diverse workforce, by adopting a relational, multilevel framework of managing diversity. Such a framework provides for the creation of what is termed ‘socially responsible diversity management’.

Socially responsible diversity management

2009 ◽  
Vol 15 (5) ◽  
pp. 639-651 ◽  
Author(s):  
Jawad Syed ◽  
Robin Kramar
Keyword(s):  
Social Justice ◽  
Affirmative Action ◽  
Diversity Management ◽  
Socially Responsible ◽  
Market Outcomes ◽  
Business Outcomes ◽  
Diverse Workforce ◽  
Managing Diversity ◽  
Labour Market Outcomes ◽  
Traditional Approaches

AbstractThe purpose of this article is to develop a conceptual framework to describe ‘socially responsible diversity management’. This framework seeks to demonstrate that the desired social justice outcomes of affirmative action programs and the business benefits of diversity management programs can be achieved but only by undertaking initiatives at a number of levels. Traditional approaches to afirmative action have been unsuccessful in achieving their goal of equitable labour market outcomes and it is unclear that diversity management programs have contributed to business outcomes. The article argues that neither affirmative action nor diversity management has been able to fully achieve its objectives because of a number of limitations. The article argues that organisations can achieve better business outcomes, as well as equity outcomes associated with a diverse workforce, by adopting a relational, multilevel framework of managing diversity. Such a framework provides for the creation of what is termed ‘socially responsible diversity management’.

scholarly journals Diversity management in the workplace: beyond compliance

Curationis ◽  
2009 ◽  
Vol 32 (2) ◽  
Author(s):  
N.S. Gwele
Keyword(s):  
Interpersonal Relationships ◽  
Diversity Management ◽  
Professional Status ◽  
Organizational Goals ◽  
Diverse Workforce ◽  
Managing Diversity ◽  
Legal Obligations ◽  
The Social ◽  
Success Indicators ◽  
Economic Landscape

Diversity management is not a numbers game. Diversity management is a holistic and strategic intervention aimed at maximizing every individual’s potential to contribute towards the realization o f the organization’s goals through capitalizing on individual talents and differences within a diverse workforce environment. Managing interpersonal relationships within a diverse workforce environment presents a number of challenges related to changes in the social, legal and economic landscape, individual expectations and values as well as the inevitable change in organizational culture (Chartered Institute of Personnel and Development 2005: 1-7). Whether or not organizations are effective in managing diversity is a function of senior managements’ commitment, and the perceived centrality of diversity management by all those who populate the institution’s workspace. Above all it should be clear to all employees, irrespective of race, gender, or vocational/professional status, that each and every one of them has something of value to contribute towards the realization of the institution’s mission and goals. It is crucial to determine clear and manageable success indicators, focusing not only on compliance with legal obligations to include and/or increase the number of employees from the underrepresented and designated groups, but also on strategic intervention strategies to be used to promote and nurture individual talent and potential toward the realization of both individual aspirations and organizational goals re-quality patient outcomes.

Rethinking Diversity in Organizations and Society

2016 ◽  
Author(s):  
David Knights ◽  
Vedran Omanović
Keyword(s):  
Social Justice ◽  
Diversity Management ◽  
Business Case ◽  
Literature Survey ◽  
Managing Diversity ◽  
The Social ◽  
Analytical Frameworks

The problem addressed in this chapter is whether emphasis on the ‘business case’ has gone too far, for even on its own terms there have been questions concerning the actual commercial benefits of diversity management. The concern is that if practitioner interests in anti-discrimination are reduced to the business case, then any failure to achieve commercial benefits will condemn the whole programme. Consequently, there has to be some return to the social justice arguments for managing diversity. As a way of seeking to stimulate such developments, we have conducted a literature survey of the various methodological and analytical frameworks deployed in diversity in organizations research. This is in order to search for alternatives to the reduction of ideas and interests in diversity to a single managerial preoccupation with making diversity ‘pay’, or limiting diversity practices to their potential to generate commercial benefits.

MANAGEMENT OF HUMAN CAPITAL DIVERSITY IN SOCIALLY RESPONSIBLE COMPANIES

2020 ◽  
Vol 21 (4) ◽  
pp. 197-210
Author(s):  
Izabela Rutkowska
Keyword(s):  
Stock Exchange ◽  
Diversity Management ◽  
Board Members ◽  
Literature Study ◽  
Socially Responsible ◽  
Total Employment ◽  
Management Board ◽  
Managing Diversity ◽  
Warsaw Stock Exchange ◽  
Source Materials

The aim of this article is to show the significance of managing diversity in modern organizations. Focus was mainly placed on analysis and assessment of the most significant practices in the scope of diversity management and on presenting diversity in the structure of: total employment, and supervisory and management board members. In comparison to other available articles, this paper is concerned with socially responsible companies being part of the new WIG-ESG Index listed on the Warsaw Stock Exchange. The literature study method was employed. Source materials for empirical research were obtained by studying documents of the analyzed entities. This article indicates that, despite implementation of a series of measures relating to diversity management, many companies do so in an incidental and occasional manner. The greatest diversity is present in the structure of total employment, whereas it is absent at higher positions in the organizational structure.

scholarly journals Which foot first: diversity management and affirmative action in Brazilian business

2013 ◽  
Vol 17 ◽  
pp. 25-36 ◽  
Author(s):  
Eliane Barbosa da Conceição ◽  
Peter K. Spink
Keyword(s):  
Social Justice ◽  
Affirmative Action ◽  
Racial Inequality ◽  
Diversity Management ◽  
Management Process ◽  
Relative Importance ◽  
The Usa ◽  
Job Access ◽  
Relational Framework

This paper discusses the relative importance of diversity management programs and government initiatives in reducing job access inequalities. It contrasts the affirmative action-0diversity management process in the USA with that of Brazil, where racial inequality has remained extremely persistent. Using the relational framework (Syed; Özbilgin, 2009) it examines how Brazilian banks are dealing with diversity and affirmative action following initiatives from the Federal Public Prosecutor’s Office for Labor. The results suggest that, individually, neither diversity management nor legal initiatives are sufficient to ensure effective social justice but, in settings of durable inequality, firm legal initiatives are a necessary first step.

Global Diversity Management

2017 ◽  
Author(s):  
Jawad Syed ◽  
Memoona Tariq
Keyword(s):  
Diversity Management ◽  
Sustainable Competitive Advantage ◽  
Legal Compliance ◽  
Socially Responsible ◽  
Organizational Policies ◽  
Diverse Workforce ◽  
Global Diversity ◽  
Brics Countries ◽  
Diversity Programs ◽  
Globalized World

Diversity management refers to organizational policies and practices aimed at recruiting, retaining, and managing employees of diverse backgrounds and identities, while creating a culture in which everybody is equally enabled to perform and achieve organizational and personal objectives. In a globalized world, there is a need for contextual and transnational approaches to utilize the benefits that global diversity may bring as well as the challenges that organizations may face in managing a diverse workforce. In particular, it is important to take into account how diversity is theorized and managed in non-Western contexts, for example in BRICS countries (i.e., Brazil, Russia, India, China, and South Africa) and Muslim-majority countries. The literature confirms the need for organizational efforts to be focused on engaging with and managing a heterogeneous workplace in ways that not only yield sustainable competitive advantage but also are contextually and socially responsible. Organizations today are expected to take positive action, beyond legal compliance, to ensure equal access, employment and promotion opportunities, and also to ensure that diversity programs make use of employee differences, and contribute to local as well as global communities.

On the Discourse of Affirmative Action and Reservation in the United States and India

2015 ◽  
Vol 18 (1) ◽  
pp. 69-87 ◽  
Author(s):  
Ray Haynes ◽  
Meera Alagaraja
Keyword(s):  
United States ◽  
Affirmative Action ◽  
Human Resource Development ◽  
Complex Interventions ◽  
Diversity Management ◽  
The United States ◽  
Human Condition ◽  
Diverse Workforce ◽  
Development Interventions ◽  
Definition Of

The Problem Discriminatory practices appear to be part of the human condition and these practices negatively impact historically oppressed and marginalized groups. The United States developed the system of Affirmative Action (AA), and India developed the system of Reservation to end discriminatory practices and increase diversity; particularly in the areas of employment and education. The sustainability of both systems is an open question because the dominant discourses about AA and Reservation generally are negative. AA and Reservation are viewed as public goods by some as well as public nuisances; and are criticized as thwarting meritocracy and creating innocent victims. Organizations as microcosms of society experience this controversy which impacts the utility of AA and Reservation, and the implementation of diversity management (DM) programs. In some instances, misunderstanding and opposition to AA, Reservation, and DM programs can be attributed to the human maladies of racism, sexism, and casteism. These conditions require dynamic and complex interventions that go beyond simplistic training and development interventions. The Solution Human resource development (HRD) practitioners should adopt an expansive definition of HRD which include the design and implementation of developmental interventions for an increasingly diverse workforce. Given the growing adoption of HRD practice internationally, we provide two units of discourse about AA and Reservation to demonstrate the importance of dialogue and inclusion when developing DM interventions. Importantly, we illustrate how conversations representing majority and minority perspectives can foster Dialogic HRD (DHRD) practice. The Stakeholders The stakeholders are organizational leaders, policymakers, DM program managers, and HRD practitioners.

Exploring gender digital divide and its effect on women's labour market outcomes in South Africa

2020 ◽  
Vol 9 (4) ◽  
pp. 85-108
Author(s):  
Kehinde Oluwaseun Omotoso ◽  
Jimi Adesina ◽  
Ololade G. Adewole
Keyword(s):  
South Africa ◽  
Labour Market ◽  
Married Women ◽  
Internet Usage ◽  
Market Participation ◽  
Market Outcomes ◽  
Broadband Internet ◽  
Variable Approach ◽  
Labour Market Participation ◽  
Labour Market Outcomes

Technology plays a significant role in bridging gender gap in labour market outcomes. This paper investigates gender differential in broadband Internet usage and its effects on women‘s labour market participation. Employing an instrumental variable approach, findings suggest that exogenously determined high-speed broadband internet usage leads to increases of about 14.1 and 10.6 percentage points in labour market participation for single women and married women with some level of education, respectively. Moreover, further analyses suggest that married women are generally less likely to use the Internet to search for job opportunities and this could partly explains their low labour market participation rate. The findings suggest that more policy effort is required to bridge gender differentials in digital technologies and employment opportunities in South Africa.

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