Diversity Management: A Tool for Competitive Advantage

2014 ◽  
Vol 5 (1) ◽  
pp. 17 ◽  
Author(s):  
Laxmiprada Pattnaik ◽  
Santosh Kumar Tripathy
2022 ◽  
pp. 275-302
Author(s):  
Marilyn Y. Byrd ◽  
Claretha Hughes

This chapter highlights how diversity management, a widely practiced management philosophy, has emerged from an original focus of equal opportunity and representation to a focus on a strategic and competitive business opportunity for organizations. However, the adverse, lived experiences that socially marginalized people experience are concealed within business goals despite having their “difference” marketed as a competitive advantage. The aim of this chapter is to conceptualize diversity management as having mutually inclusive, intersecting goals rather than mutually exclusive, competing goals.


2007 ◽  
Vol 2 (1) ◽  
pp. 29-36 ◽  
Author(s):  
Sonja Treven ◽  
Urska Treven

The labor force all around the world is becoming increasingly diverse. Thus, organizations that can manage employee diversity effectively gain a competitive advantage. In such organizations diversity training is a necessity. Diversity training helps managers understand and value individual differences and develop strong diagnostic skills. The paper explores various approaches to training, like awareness-based and skill-based diversity training. A special attention to potential problems that may occur in the process of diversity training is given.


2017 ◽  
pp. 2051-2070
Author(s):  
Mercedes Sanchez-Apellaniz ◽  
Rafael Triguero-Sánchez

Tremendous forces are radically reshaping the world of work and workforce diversity is steadily growing. If effective diversity management can only be achieved by means of the use of appropriate human resources strategies, HRM need to change his role. This chapter intends to explore such new trends and new practices on HRM, analyze which of them can be employed and which are more appropriate for an optimal management of workforce diversity and to obtain a competitive advantage for companies in the global economy.


Author(s):  
Mercedes Sanchez-Apellaniz ◽  
Rafael Triguero-Sánchez

Tremendous forces are radically reshaping the world of work and workforce diversity is steadily growing. If effective diversity management can only be achieved by means of the use of appropriate human resources strategies, HRM need to change his role. This chapter intends to explore such new trends and new practices on HRM, analyze which of them can be employed and which are more appropriate for an optimal management of workforce diversity and to obtain a competitive advantage for companies in the global economy.


2020 ◽  
Vol 12 (12) ◽  
pp. 5020
Author(s):  
Hana Urbancová ◽  
Monika Hudáková ◽  
Adéla Fajčíková

Diversity is a phenomenon that, due to increasing globalization, appears ever more frequently in all areas of human activity and performance, including the labor market and working teams. In light of these changes, this article aims to identify and evaluate the practice of diversity management as a factor of the sustainability of competitive advantage with regard to the examined factors of diversity. The results were obtained through primary analysis via a questionnaire survey at 549 Czech companies. The results indicate that there is a statistical dependence between the application of diversity management and the commercial sector in which the organization operates and the size of the organization. Organizations identified the following as the most significant benefits of the application of diversity management: retention of key employees (43.9%), improved motivation and performance of existing employees (39.3%), and improvement to the actual atmosphere in the workplace (33.9%). One recommendation for organizations is to focus more on this current topic, as the lack of a qualified workforce is becoming more pronounced. In this regard, it will also be necessary to devote sufficient attention to groups of potential workers who have hitherto been overlooked. The application of diversity management can be a successful tool to gain a competitive advantage in managing human resources.


Author(s):  
Marilyn Y. Byrd ◽  
Claretha Hughes

This chapter highlights how diversity management, a widely practiced management philosophy, has emerged from an original focus of equal opportunity and representation to a focus on a strategic and competitive business opportunity for organizations. However, the adverse, lived experiences that socially marginalized people experience are concealed within business goals despite having their “difference” marketed as a competitive advantage. The aim of this chapter is to conceptualize diversity management as having mutually inclusive, intersecting goals rather than mutually exclusive, competing goals.


2015 ◽  
Author(s):  
Jürgen Wegge ◽  
Klaus-Helmut Schmidt
Keyword(s):  

Sign in / Sign up

Export Citation Format

Share Document