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Journal articles on the topic 'Diversity management. Discrimination'

Author: Grafiati

Published: 9 March 2023

Last updated: 31 July 2025

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1

Madera, Juan M. "What’s in It for Me? Perspective Taking as an Intervention for Improving Attitudes Toward Diversity Management." Cornell Hospitality Quarterly 59, no. 2 (2017): 100–111. http://dx.doi.org/10.1177/1938965517730319.

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Hospitality organizations are increasingly investing in diversity management to address the reality of a diverse hospitality workforce. The effectiveness of diversity management highly depends on employee supportive attitudes; however, extant research shows that not all employees have positive attitudes toward diversity management. Using experimental methods, the current study examines situational perspective taking of discrimination—imagining being the target of workplace discrimination—as an intervention to influence the perceived utility and importance of diversity management using frontlin

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Mehng, Si Ahn, Sang Hyeon Sung, and Lisa M. Leslie. "Does diversity management matter in a traditionally homogeneous culture?" Equality, Diversity and Inclusion: An International Journal 38, no. 7 (2019): 743–62. http://dx.doi.org/10.1108/edi-10-2017-0227.

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Purpose The purpose of this paper is to investigate diversity management in an under-researched country by merging theoretical insights developed in the Western literature with cultural aspects of a traditionally homogeneous country, South Korea. Design/methodology/approach This study integrates theory and research on why diversity can have either a positive (i.e. the information/decision-making paradigm) or a negative (i.e. the social categorization paradigm) effect on performance with different diversity perspectives (i.e. integration-and-learning, access-and-legitimacy, and discrimination-a

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Özdemir, Feriha. "Managing Diversity and Capabilities." European Journal of Interdisciplinary Studies 3, no. 1 (2017): 62. http://dx.doi.org/10.26417/ejis.v3i1.62-70.

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As a powerful driver, small and medium enterprises (SME) has a huge contribution to the German economy. The shortage of skilled workers underlines an emerging and resilient German economy. However, the future prospects of SME depend on creative employees as key actors. Nevertheless, demographic change is perceptible so that the labour integration of resident immigrants becomes more important. But several studies investigated inequalities especially discrimination in the labour market intensifying brain drain. Social discrimination has great impact on the capabilities of people, particularly in

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Özdemir, Feriha. "Managing Diversity and Capabilities." European Journal of Interdisciplinary Studies 3, no. 1 (2017): 62. http://dx.doi.org/10.26417/ejis.v3i1.p62-70.

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As a powerful driver, small and medium enterprises (SME) has a huge contribution to the German economy. The shortage of skilled workers underlines an emerging and resilient German economy. However, the future prospects of SME depend on creative employees as key actors. Nevertheless, demographic change is perceptible so that the labour integration of resident immigrants becomes more important. But several studies investigated inequalities especially discrimination in the labour market intensifying brain drain. Social discrimination has great impact on the capabilities of people, particularly in

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Özdemir, Feriha. "Managing Diversity and Capabilities." European Journal of Interdisciplinary Studies 7, no. 1 (2017): 62. http://dx.doi.org/10.26417/ejis.v7i1.p62-70.

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As a powerful driver, small and medium enterprises (SME) has a huge contribution to the German economy. The shortage of skilled workers underlines an emerging and resilient German economy. However, the future prospects of SME depend on creative employees as key actors. Nevertheless, demographic change is perceptible so that the labour integration of resident immigrants becomes more important. But several studies investigated inequalities especially discrimination in the labour market intensifying brain drain. Social discrimination has great impact on the capabilities of people, particularly in

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James, Erika Hayes, and Lynn Perry Wooten. "Diversity Crises: How Firms Manage Discrimination Lawsuits." Academy of Management Journal 49, no. 6 (2006): 1103–18. http://dx.doi.org/10.5465/amj.2006.23478091.

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Febiana Ainun Ilmi, Coni Lestari, Afatar Rojab, and Mu’alimin Mu’alimin. "Pengelolaan Keragaman Sumber Daya Manusia dalam Organisasi." WISSEN : Jurnal Ilmu Sosial dan Humaniora 2, no. 3 (2024): 223–36. http://dx.doi.org/10.62383/wissen.v2i3.193.

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Management of human resource (HR) diversity in organizations. HR diversity includes differences in race, ethnicity, gender, age, religion, disability, sexual orientation and cultural background. There are several challenges faced by organizations in managing HR diversity, including potential conflicts between employees, bias and discrimination, as well as difficulties in building cohesive teams. However, diversity also brings various opportunities, such as increased creativity and innovation, market expansion, and the ability to attract the best talent from various backgrounds. To maximize the

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Sukalova, Viera, and Pavel Ceniga. "Diversity Management in Sustainable Human Resources Management." SHS Web of Conferences 74 (2020): 01033. http://dx.doi.org/10.1051/shsconf/20207401033.

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Today, globalization is becoming more and more widespread and important in almost all areas in the social, economic and political spheres. In most cases, it is globalization that brings diversity to everyday life. This diversity is gradually penetrating into other spheres, which is why business managers are increasingly confronted with a diverse workforce; employees of different origins, race, gender, or age. The policy of diversity management contributes to the strengthening of social responsibility of the company and is also an element of the competitiveness. Our research was aimed to enhanc

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Chung, Yunhyung, Stanley M. Gully, and Kathi J. Lovelace. "Predicting Readiness for Diversity Training." Journal of Personnel Psychology 16, no. 1 (2017): 25–35. http://dx.doi.org/10.1027/1866-5888/a000170.

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Abstract. Using data collected from 160 employed professionals in the US, we performed multivariate and univariate multiple regression analyses to examine the joint effect of perceived ethnic discrimination and ethnic dyadic dissimilarity on trainee readiness for diversity training (pre-training motivation to learn, self-efficacy, intention to use, and perceived utility). A significant interaction effect showed that individuals displayed stronger pre-training motivation to learn, intention to use, and perceived utility when they perceived discrimination based on ethnic background and when they

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Afif, Ali Amran Al. "The Effect of Diversity Management on Employee Engagement in the Manufacturing Sector." IJDS Indonesian Journal of Disability Studies 10, no. 2 (2023): 179–97. http://dx.doi.org/10.21776/ub.ijds.2023.10.02.5.

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In Indonesia's manufacturing industry, which employs the third-largest workforce in the country, employee engagement is a critical measure of labor's contribution. Despite the industry's importance, diversity management—a key driver of engagement—lags, with low representation of women and persons with disabilities and persistent ethnic and racial discrimination in a nation known for its multiculturalism. Additionally, ageism is prevalent, manifesting as discrimination across different age groups. This study investigates the influence of four principal dimensions of diversity management—ethnic,

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Machado, Carolina Feliciana, and Ana Luísa Costa. "Diversity Management: Homosexuality and the Labor Market." Administrative Sciences 12, no. 4 (2022): 134. http://dx.doi.org/10.3390/admsci12040134.

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The main aim of this article is the study of the relationship between homosexuality and the labor market. Studies on minorities have gained a lot of emphasis; however, about sexual minorities, these are still not very expressive, especially regarding the labor context. Although sexual orientation is not professionally related, homosexual workers still suffer discrimination, the impact of which is reflected in their health, wages, and job opportunities. Thus, workers may decide to limit the disclosure of their sexual orientation at work or to assume it, decisions that vary according to their wo

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Chakraborty, Shreyashi, and Leena Chatterjee. "Rationales of gender diversity management policies and practices in India: an exploratory empirical study in the Indian IT/ITeS industry." Equality, Diversity and Inclusion: An International Journal 39, no. 6 (2020): 667–88. http://dx.doi.org/10.1108/edi-04-2019-0124.

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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

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Romani, Laurence, Lotte Holck, and Annette Risberg. "Benevolent discrimination: Explaining how human resources professionals can be blind to the harm of diversity initiatives." Organization 26, no. 3 (2018): 371–90. http://dx.doi.org/10.1177/1350508418812585.

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This article contributes to critical diversity management studies by exploring how human resources professionals do not see that the diversity measures they initiate can contribute to the reproduction of inequalities. We argue that framing such practices as benevolent obscures the fact that they are discriminatory acts. Drawing on the concept of benevolent discrimination, we conceptualise it along three dimensions: (1) a well-intended effort to address discrimination within (2) a social relationship that constructs the others as inferior and in need of help, which is granted with (3) the expec

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Sargeant, Malcolm. "For Diversity, Against Discrimination: the Contradictory Approach to Age Discrimination in Employment." International Journal of Comparative Labour Law and Industrial Relations 21, Issue 4 (2005): 629–44. http://dx.doi.org/10.54648/ijcl2005029.

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Abstract: This article argues that there is a contradiction contained within the Framework Directive on Equal Treatment in Employment and Occupation and the UK Government?s proposals for implementing it. There is a distinction between the business justification for encouraging diversity in the workforce and the human rights justification for ending age discrimination. The first approach weakens the latter by legitimising continued discrimination on the basis of age. This is especially important because there is a close relationship between age discrimination and discrimination on the grounds o

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Yazid, Tantri Puspita, Rum Yeni, and Maduma Yanti Sari Hutagalung. "COMMUNICATION MANAGEMENT IN DIVERSITY MANAGEMENT AT MULTINATIONAL COMPANY PT. MAERSK." Jurnal Ranah Komunikasi (JRK) 8, no. 2 (2024): 78–86. https://doi.org/10.25077/rk.8.2.78-86.2024.

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Maersk highly values and respects diversity as its core value, and it is its fundamental responsibility to never discriminate against employees. Discrimination could hinder someone from working or creating things to develop themselves, constructing inequalities and imbalance and a less prosperous society. According to the data from Maersk company, it has a target for >40% women in management (specific targets by level) and >30% diverse nationality of the executive. Maersk company had set a new target for 2025. This research focuses on how Maersk management manages the communication betwe

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Dwertmann, David J. G., Lisa H. Nishii, and Daan van Knippenberg. "Disentangling the Fairness & Discrimination and Synergy Perspectives on Diversity Climate." Journal of Management 42, no. 5 (2016): 1136–68. http://dx.doi.org/10.1177/0149206316630380.

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We provide a theory-driven review of empirical research in diversity climate to identify a number of problems with the current state of the science as well as a research agenda to move the field forward. The core issues we identify include (a) the fact that diversity climate is typically treated as unidimensional, whereas diversity research would suggest that there are two major perspectives that could be reflected in diversity climate—efforts to ensure equal employment opportunity and the absence of discrimination versus efforts to create synergy from diversity; (b) a tendency to let the leve

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Jedwab, Jack. "Diversity Management and Discrimination: Immigrants and Ethnic Minorities in the EU." Journal of International Migration and Integration / Revue de l'integration et de la migration internationale 10, no. 2 (2009): 209–10. http://dx.doi.org/10.1007/s12134-009-0092-1.

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Alewell, Dorothea, and Daniela Rastetter. "On the (ir)relevance of religion for human resource management and diversity management: A German perspective." German Journal of Human Resource Management: Zeitschrift für Personalforschung 34, no. 1 (2019): 9–31. http://dx.doi.org/10.1177/2397002219882399.

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From the limited empirical knowledge we have, religion is hardly ever implemented as a dimension of diversity management in German firms. As religion is increasingly important in many areas of law, with regard to world conflicts, the integration of refugees, societal tensions and potentially high religious diversity of employees and customers in globally acting firms, this finding triggers questions why or why not religion is applied as a dimension of diversity management in German companies. We thus discuss pros and cons for considering religion as a dimension of diversity management, arguing

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Majid, Abdul, Syed Muneer Ahmed Shah, Naveed Ahmed Mahar, and Zubair Ahmed Pirzada. "Workplace Diversity Management for Strengthening Organizational Commitment and Minimizing Discrimination Perception: The Mediating Role of Inclusive Climate." Regional Tribune 4, no. 1 (2025): 365–73. https://doi.org/10.55737/trt/wr25.099.

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Diverse nursing teams can elevate care quality, yet unmanaged differences may erode morale and foster perceptions of discrimination. This study investigates how workplace diversity management (WD) practices influence nurses’ organizational commitment (OC) and discrimination perception (DP) in Sukkur’s teaching hospitals, and whether an inclusive climate (IC) mediates these relationships. A proportionate stratified sample of 238 staff nurses completed validated measures of WD, IC, OC, and DP. Data were analysed with SmartPLS 4, using a two-stage approach that confirmed construct reliability and

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Van Knippenberg, Daan, Lisa H. Nishii, and David J. G. Dwertmann. "Synergy from diversity: Managing team diversity to enhance performance." Behavioral Science & Policy 6, no. 1 (2020): 75–92. http://dx.doi.org/10.1177/237946152000600108.

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The business case for diversity holds that diversity leads to synergy; that is, having multiple perspectives results in performance benefits, such as improvements in decisionmaking, problem-solving, creativity, and innovation. Research on diversity in teams has documented conditions under which it leads to improved performance. Current diversity management practices in organizations, however, focus more on preventing the negative effects that can follow from diversity (such as discrimination and lack of inclusion) than on how to gain the performance benefits that diversity can afford. In this

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Kaifi, Belal A., and Wajma Aslami. "Managing Diversity: Afghan-Americans And The Aftermath Of The Twin Towers Tragedy." Journal of Diversity Management (JDM) 4, no. 4 (2009): 31–38. http://dx.doi.org/10.19030/jdm.v4i4.4968.

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Ethnic and religious diversity is part of each society in the modern world and being an Afghan is another dimension of these differences in the United States. The research question for this study was to see if Afghan-Americans are experiencing more discriminatory practices as a result of the 9/11 events. The results of 502 Afghan-Americans demonstrated that they do report more discrimination in the post-9/11 era. Specifically, Afghan men have experienced more discrimination in the workplace and Afghan women have experienced more discrimination in public. Implications and recommendations are of

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Mohamed Elsawy, Mahmoud, and Mohamed Ahmed Elbadawe. "The Impact of Gender-Based Human Resource Practices on Employee Performance: An Empirical Analysis." International Journal of Business and Management 17, no. 6 (2022): 1. http://dx.doi.org/10.5539/ijbm.v17n6p1.

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Employee executes precarious responsibilities for the subsistence of the organisation unrelatedly to any gender differences. Management seems to be more than it has ever been at the centre of handling workforce diversity as they structure their businesses to meet rapidly changing business needs and individual expectations. Indeed, corporate leaders who want to improve labour productivity think about workforce diversity. It is because they regard diversity as a massive corporate concern whose limitations have a consequence on their employee performance, firm&#39;s growth and profitability.

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Knights, David, and Vedran Omanović. "(Mis)managing diversity: exploring the dangers of diversity management orthodoxy." Equality, Diversity and Inclusion: An International Journal 35, no. 1 (2016): 5–16. http://dx.doi.org/10.1108/edi-03-2014-0020.

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Purpose – The purpose of this paper is to challenge the dominance of the mainstream discourse and practice of diversity management (DM) by identifying and problematizing three distinct but related issues that it encompasses: first, its tendency to displace all alternative approaches; second, its general neglect of the social-historical context and third, its almost exclusive focus on the business case rationale for supporting diversity. Design/methodology/approach – Employing ethnographic research methods, the empirical material was collected in an international manufacturing corporation based

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Rejeki, MC Ninik Sri. "Diversitas Kultural dan Pengelolaan Konflik Dalam Sebuah Organisasi Bisnis Multinasional." Jurnal ASPIKOM 1, no. 2 (2011): 137. http://dx.doi.org/10.24329/aspikom.v1i2.13.

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The theoritical analysis is inspired by the labor riot occurred in Drydocks World Graha Shipyards Company in Batam April 22, 2010. This case has reminded us to consider the importance of diversity management for business organization. Such organization has a reality of cultural diversity in its employees and usually it is a multinational company. Such company has grown and expanded in accordance with the development of the global economic order. The reality of cultural diversity actually can be positive forces to sustain the dynamics of the organization, but if not properly managed it can make

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Raineri, Andrés. "Diversity management in three Latin American countries: an institutional theory perspective." Academia Revista Latinoamericana de Administración 31, no. 2 (2018): 426–47. http://dx.doi.org/10.1108/arla-08-2016-0220.

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PurposeThe purpose of this paper is to use an institutional theory (IT) approach to analyse the institutional context for diversity management (DM) in Chile, El Salvador and Guatemala, the influence of such a context on the DM issues that organisations’ face, and the DM practices that firms implement.Design/methodology/approachFocus groups and a survey are used to assess managers and workers’ perceptions about DM in their countries, while an analysis of the content of firms’ web pages is used to assess the formal public information about DM provided by firms.FindingsResults suggest prevalence

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Silalahi, Verry Albert Jekson Mardame, and Freddy Johanis Rumambi. "Diversity Management Strategies in Multicultural Organizations: Challenges and Opportunities." Indonesian Journal of Advanced Research 3, no. 11 (2024): 1745–64. https://doi.org/10.55927/ijar.v3i11.12309.

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This research explores diversity management strategies in multicultural organizations, addressing challenges and opportunities arising from cultural, ethnic, gender, and demographic differences. With globalization, workplaces are becoming increasingly diverse, offering benefits but also challenges. This study employs a descriptive qualitative approach through a literature review to analyze diversity management strategies in global organizations. The findings highlight major challenges such as intercultural conflict, implicit bias, and cross-cultural communication barriers. Effective strategies

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Waligóra, Łucja. "Exploring the Impact of Age Diversity on Organizational Identification: A Study of HR Practices and Perceived Age Discrimination Climate." Administrative Sciences 14, no. 10 (2024): 243. http://dx.doi.org/10.3390/admsci14100243.

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This study explores how age diversity influences organizational identification, emphasizing the role of HR practices and the perceived age discrimination climate in Polish enterprises. Background: Anchored in social identity and social categorization theories, the study posits that observable age diversity may trigger workplace conflicts over resources and power, potentially heightening perceptions of discrimination and lowering employee satisfaction. Methods: Quantitative data were gathered from 30 Polish organizations with more than 50 employees. The sample, comprising HR managers and employ

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Liberman, Benjamín E. "Eliminating Discrimination in Organizations: The Role of Organizational Strategy for Diversity Management." Industrial and Organizational Psychology 6, no. 4 (2013): 466–71. http://dx.doi.org/10.1111/iops.12086.

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Sims, Cynthia. "Leveraging diversity by exploring intraracial discrimination in the workplace." International Journal of Human Resources Development and Management 10, no. 3 (2010): 239. http://dx.doi.org/10.1504/ijhrdm.2010.033585.

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FERRARO, PAUL J., and RONALD G. CUMMINGS. "CULTURAL DIVERSITY, DISCRIMINATION, AND ECONOMIC OUTCOMES: AN EXPERIMENTAL ANALYSIS." Economic Inquiry 45, no. 2 (2007): 217–32. http://dx.doi.org/10.1111/j.1465-7295.2006.00013.x.

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Ortlieb, Renate, Zijada Rahimić, Christian Hirt, Almina Bešić, and Florian Bieber. "Diversity and equality in Bosnia and Herzegovina." Equality, Diversity and Inclusion: An International Journal 38, no. 7 (2019): 763–78. http://dx.doi.org/10.1108/edi-10-2017-0231.

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Purpose The purpose of this paper is to contribute to knowledge about workplace diversity and equality in an under-researched country. Focusing on the south-eastern European transition economy of Bosnia and Herzegovina (BiH), it elaborates on the country’s legislation, public debate and previous research in the field. Design/methodology/approach The paper draws on a synopsis of the legislative framework, existing literature, public media and personal communications with human resource (HR) practitioners. Findings There is only limited research on diversity and equality in BiH. Ethnicity and ge

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Sabie-Aridi, Amalisha S., Darrell Norman Burrell, Kevin Richardson, Eugene Lewis, Jorja B. Wright, and Roxanne Elliott Kemp. "Advancing Diversity and Inclusion Management Consulting in Hospital Settings." International Journal of Public and Private Perspectives on Healthcare, Culture, and the Environment 6, no. 1 (2022): 1–10. http://dx.doi.org/10.4018/ijppphce.308296.

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This analysis takes a deep dive into how a U.S. hospital, at risk of losing millions of dollars from a contract because of unfair hiring practices and discriminatory promotion practices among racial minorities. The hospital is also facing a class-action nursing discrimination lawsuit. The employee perception is that the organization is biased against African American, Native American, and Latino nurses with hiring, promotions, bonuses, training opportunities, and management job opportunities. These groups have representation numbers in their nursing workforce of less than 5 percent. The focus

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Galvin, Thomas P., and Charles D. Allen. "Diversity Management and the Postdiversity Vision: An Applied Pragmatist Approach." Armed Forces & Society 47, no. 1 (2020): 48–76. http://dx.doi.org/10.1177/0095327x20920311.

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The U.S. Military institutionalized diversity management to ensure equality of treatment and opportunity for members while eliminating discrimination in all its forms. But progress toward diversity goals has been inconsistent. For example, the U.S. Military’s implementation of the repeal of the Don’t Ask, Don’t Tell law was less successful in integrating transgender soldiers. Meanwhile, recent sexual harassment scandals show that progress is similarly fleeting in gender relations. In this article, we argue that while the aims of diversity management are important, they need an accompanying vis

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AYDIN, Erhan, and Emir ÖZEREN. "RETHINKING WORKFORCE DIVERSITY RESEARCH THROUGH CRITICAL PERSPECTIVES: EMERGING PATTERNS AND RESEARCH AGENDA." Business & Management Studies: An International Journal 6, no. 3 (2018): 650–70. http://dx.doi.org/10.15295/bmij.v6i3.393.

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This paper aims at highlighting the theoretical development of diversity management by providing an integrated understanding of how diversity management has made progress and evolved in organisations. The current article adopts a conceptual and critical review to demonstrate the changes and shifts in diversity management research. This study reveals that there are four stages of workforce diversity within the business and management field. These stages are equal employment opportunity/affirmative action, valuing differences, diversity management and global diversity management. Each stage is d

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Sukalova, Viera, and Pavel Ceniga. "Gender equality management in modern company management in era of globalization." SHS Web of Conferences 92 (2021): 07060. http://dx.doi.org/10.1051/shsconf/20219207060.

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Research background: Today’s dynamic times in era of globalization bring change to all areas of business; there is increasing pressure to increase the competitiveness of companies and thus increase the requirements for management. Despite current trends, emancipation and globalization, the issue of gender equality and gender policy is still relevant and needs to be addressed. New management disciplines include diversity management. It focuses on the different social and cultural identities of employees and also on eliminating discrimination and inequality in the organization. Diversity managem

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Ozgener, Sevki. "Diversity Management and Demographic Differences-based Discrimination: The Case of Turkish Manufacturing Industry." Journal of Business Ethics 82, no. 3 (2007): 621–31. http://dx.doi.org/10.1007/s10551-007-9581-3.

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Ylöstalo, Hanna. "Traces of equality policy and diversity management in Finnish work organizations." Equality, Diversity and Inclusion: An International Journal 35, no. 7/8 (2016): 415–28. http://dx.doi.org/10.1108/edi-12-2015-0104.

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Purpose The purpose of this paper is to discuss how equality and diversity are experienced in everyday work within Finnish work organizations and how equality policy and diversity management participate in maintaining the inequality regimes of the organizations. Design/methodology/approach The empirical findings are based on 31 interviews, which were collected in two private sector work organizations. Inequality regimes, the interlocked practices, and processes that result in continuing inequalities in all work organizations, are used as an analytic tool. Findings There is an individualizing t

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Hiranandani, Vanmala. "Diversity Management in the Canadian Workplace: Towards an Antiracism Approach." Urban Studies Research 2012 (November 14, 2012): 1–13. http://dx.doi.org/10.1155/2012/385806.

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Most diversity management programs in Canada maintain that enhancing workforce diversity is of tremendous significance for business organizations in today’s competitive global urban markets. Since well-meaning diversity management initiatives have been largely ineffective thus far in dealing with workplace discrimination and racism in the Canadian workplace, this paper underscores the need to decenter the focus of diversity management from a business imperative to an antidiscrimination and social justice imperative. Within this latter perspective, the paper examines the strengths and limitatio

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ASSEFA, EASAW ALEMAYEHU, and CHEHOS KEBEDE ZENEBE. "FOSTERING INCLUSIVE EXCELLENCE: STRATEGIES FOR EFFECTIVE DIVERSITY MANAGEMENT IN SCHOOLS." INTERNATIONAL JOURNAL OF RESEARCH IN EDUCATION HUMANITIES AND COMMERCE 05, no. 02 (2024): 189–211. http://dx.doi.org/10.37602/ijrehc.2024.5216.

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This article emphasizes the benefits of effective diversity management in schools, highlighting how it contributes to positive intergroup relations, reduced incidents of bullying and discrimination, and improved student engagement and achievement. By creating inclusive learning environments, schools prepare students for the diverse and globalized world they will encounter beyond the classroom. To achieve effective diversity management, the article suggests several strategies. First, it emphasizes the importance of engaging families and communities from diverse backgrounds by collaborating with

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Khattab, Jasmien. "Article Commentary: The importance of organizational communications in employees’ responses to diversity practices." Behavioral Science & Policy 6, no. 1 (2020): 93–96. http://dx.doi.org/10.1177/237946152000600109.

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In “Synergy From Diversity: Managing Team Diversity to Enhance Performance,” Daan van Knippenberg, Lisa H. Nishii, and David J. G. Dwertmann observe that misalignment between diversity theory and actual diversity management practices often prevents organizations from achieving the systematic performance benefits diversity can bring.1 Whereas theory on diversity emphasizes the preconditions required to create synergy in groups that are diverse, diversity management practices have largely addressed legal concerns relating to discrimination and are rarely designed to promote the creative integrat

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Hossain, Mohammad Ikbal. "Managing Diversity Through Human Resource Management: A USA Perspective and Conceptual Framework." Archives of Business Research 11, no. 8 (2023): 292–306. http://dx.doi.org/10.14738/abr.118.15417.

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This research paper explores the dynamic landscape of managing diversity through Human Resource Management (HRM), focusing on the United States context. Evolving from a compliance concern to a strategic imperative, diversity plays a pivotal role in enhancing innovation, creativity, and problem-solving in contemporary workplaces. By aligning HRM practices with diversity initiatives, organizations can leverage the strengths of a heterogeneous workforce. The challenges posed by communication barriers, stereotypes, and resistance to change necessitate a strategic HRM approach. Tailored recruitment

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Hussain, Niha Mariam, Johanna Spiers, Farina Kobab, and Ruth Riley. "The Impact of Race and Gender-Related Discrimination on the Psychological Distress Experienced by Junior Doctors in the UK: A Qualitative Secondary Data Analysis." Healthcare 11, no. 6 (2023): 834. http://dx.doi.org/10.3390/healthcare11060834.

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Almost half of NHS doctors are junior doctors, while high proportions are women and/or Black, Asian, and Minority Ethnic (BAME) individuals. Discrimination against this population is associated with poorer career-related outcomes and unequal representation. We aimed to qualitatively explore junior doctors’ experience of workplace racial and gender-based discrimination, and its impact on their psychological distress (PD). In this study, we carried out a secondary analysis of data from a UK-based parent study about junior doctors’ working cultures and conditions. Interview data was examined usin

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ARAGÃO, Paula Balardin Ribeiro, Simone Alves Pacheco de CAMPOS, Vânia Medianeira Flores COSTA, and Talita Gonçalves POSSER. "INSTITUTIONALIZATION OF DIVERSITY: AWARENESS OR ISOMORPHISM?" Boletim de Conjuntura (BOCA) 15, no. 43 (2023): 01–18. https://doi.org/10.5281/zenodo.8097432.

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This theoretical essay reflects on the institutionalization of diversity in organizations, considering the perspective of organizational isomorphism. Even in the face of the influence of the Taylorist and Fordist past, which expected a homogeneous working class, society has become increasingly heterogeneous due to technological advances and geographical mobility, which challenges management models that overvalue uniformity. Diversity is seen as respecting individuality and recognizing the identities of individuals. However, this diversity can lead to stereotyping and discrimination, especially

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Kohon, Jacklyn, Dani Himes, and Sarah Dys. "REALITIES OF DIVERSITY, INCLUSION, AND BELONGING IN ASSISTED LIVING: SAFETY, CONNECTION, AND COMMUNITY." Innovation in Aging 8, Supplement_1 (2024): 1214. https://doi.org/10.1093/geroni/igae098.3885.

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Abstract This study centers the voices and experiences of those working and living in assisted living, residential care, and memory care (AL/RC) settings in Oregon to understand how workplace diversity, equity, inclusion, accessibility, and belonging (DEIAB) can promote well-being. From January to April 2024, we conducted individual and focus group interviews with a total of 68 people, including 25 direct care staff, 9 former direct care staff, 9 administrators, 7 management representatives and 18 current residents from 23 AL/RC communities. We highlight six primary themes: 1) Care staff face

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Hirsh, Elizabeth, and Youngjoo Cha. "Mandating Change." ILR Review 70, no. 1 (2016): 42–72. http://dx.doi.org/10.1177/0019793916668880.

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Although complying with and monitoring court-mandated changes in organizations’ policies following employment discrimination lawsuits can be costly to both employers and taxpayers, little is known about the impact of such mandates on increasing sex and race managerial diversity in organizations. Using data on approximately 500 high-profile employment discrimination lawsuits resolved in U.S. federal courts between 1996 and 2008, the authors estimate the impact of court-mandated policy changes on shifts in the presence of white women, black women, and black men in managerial positions. Policies

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Dr., Manju Garg. "WORKFORCE DIVERSITY IN INDIA IN CURRENT SCENARIO." International Journal of Advance and Applied Research 9, no. 6 (2022): 503–10. https://doi.org/10.5281/zenodo.7074500.

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<strong><em>Abstract</em></strong> <em>"Workforce diversity" means commonalities and variances amongst employees in organizations as like in age, gender, ethnic heritage, physical capabilities and disabilities, race, and sexual orientation. The management needs to take into account the significant implications of workforce diversity. Managers must alter their behavior from treating each group of employees equally to identifying distinctions and upholding such rules in order to foster creativity, increase productivity, reduce labor turnover, and prevent any sort of discrimination. A f

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Sarfraz, Azza, Zouina Sarfraz, Alanna Barrios, et al. "Understanding and Promoting Racial Diversity in Healthcare Settings to Address Disparities in Pandemic Crisis Management." Journal of Primary Care & Community Health 12 (January 2021): 215013272110183. http://dx.doi.org/10.1177/21501327211018354.

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Background: Health disparities have become apparent since the beginning of the COVID-19 pandemic. When observing racial discrimination in healthcare, self-reported incidences, and perceptions among minority groups in the United States suggest that, the most socioeconomically underrepresented groups will suffer disproportionately in COVID-19 due to synergistic mechanisms. This study reports racially-stratified data regarding the experiences and impacts of different groups availing the healthcare system to identify disparities in outcomes of minority and majority groups in the United States. Met

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Sung, Sanghyeon. "The Challenge and Response from Workforce Diversity Management in Korean Firms." Korean Academy of Management 30, no. 3 (2022): 79–106. http://dx.doi.org/10.26856/kjom.2022.30.3.79.

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This study reviews changes in diversity and diversity management over the past several decades in Korea and suggests ways to respond to challenges in addressing diversity. Korean firms have historically introduced management strategies, organizational structures and human resource management practices based on the homogeneity of their workforce and collectivistic culture. These traditional human resource practices have been challenged by democratization, the openness of society, and the needs of firms themselves. The recent increase in workforce diversity demands that Korean firms develop a sy

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Nicolson, Donald. "Demography, discrimination and diversity: a new dawn for the British legal profession?" International Journal of the Legal Profession 12, no. 2 (2005): 201–28. http://dx.doi.org/10.1080/09695950500246522.

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Hall, Kelly R., Juanne Greene, Ram Subramanian, and Emily Tichenor. "Starbucks and HMSHost: addressing discrimination across organizational boundaries." CASE Journal 17, no. 6 (2021): 910–37. http://dx.doi.org/10.1108/tcj-09-2020-0117.

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Theoretical basis 1. Maria Jarlstrom, Essi Saru, and Sinikka Vanhala, “Sustainable Human Resource Management With Salience of Stakeholders: A Top Management Perspective,” Journal of Business Ethics, 152, (2008): 703–724. 2. Benjamin A. Neville, Simon J. Bell, and Gregory J., “Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool,” Journal of Business Ethics, 102, (2011): 357–378. 3. Mick Marchington, Fang Lee Cooke, and Gail Hebson. “Human Resource Management Across Organizational Boundaries,” Sage Handbook of Human Resource Management, (2009): 4

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