Diversity Management Change Projects: In Need of Alternative Conceptual Approaches?

Christina Evans,Judith Glover

doi:10.4067/s0718-27242012000300002

Christina Evans, Judith Glover

Open Access

https://doi.org/10.4067/s0718-27242012000300002

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Abstract

Drawing on a meta-analysis of an evaluation of a European Social Fund project aimed at enhancing employment opportunities for women in Information Technology, Electronic and Computing (ITEC), this paper critically debates how effectual a diversity management approach alone is as an underpinning rationale for change in the complex area of diversity. The paper draws on the experiences of ‘partner organizations’, gathered through interviews conducted during the evaluation stage of the project. The paper discusses some of the tensions experienced by partner organizations, thus providing new insights into why such projects are not as effectual as they might be. The paper concludes by presenting a case for the need to re-conceptualise how change as part of a wider diversity management approach might best be conceptualized. We suggest that a ‘systems approach’ could prove a more fruitful way of conceptualizing change of this nature given the inter-dependences between different organizations and institutions.

Highlights

Diversity management as a rational approach to organizational competitiveness?With the growing economic importance of the knowledge and service sector, and the reported increased competition for scarce resources, diversity management has emerged as a key managerial discourse and practice
The wider context for this particular European Social Fund (ESF) project, and this paper, is the declining representation of women in Information Technology, Electronic and Computing (ITEC) employment, despite the reported shortage of skilled workers in this sector (Lanvan and Passman, 2008; Glover and Guerrier, 2010; Valenduc, 2011; e-skills, 2011): a situation where it could be conceived that adopting a diversity management approach would be an appropriate strategy
The paper presents the tensions and frustrations associated with diversity change initiatives that arguably fall within a diversity management approach, viewed through the lens of the different partner organizations

Summary

Introduction

Diversity management as a rational approach to organizational competitiveness?With the growing economic importance of the knowledge and service sector, and the reported increased competition for scarce resources (e.g. talented employees), diversity management has emerged as a key managerial discourse and practice. The overall aim of this paper is to critically discuss the way that change initiated under the auspice of diversity management is conceptualized and enacted. It draws on a case of a large ESF funded change project that involved a number of partner organizations that came together to promote and change the employment and career opportunities, for women, within the broad field of ITEC. The wider context for this particular ESF project, and this paper, is the declining representation of women in Information Technology, Electronic and Computing (ITEC) employment, despite the reported shortage of skilled workers in this sector (Lanvan and Passman, 2008; Glover and Guerrier, 2010; Valenduc, 2011; e-skills, 2011): a situation where it could be conceived that adopting a diversity management approach would be an appropriate strategy. The paper presents the tensions and frustrations associated with diversity change initiatives that arguably fall within a diversity management approach, viewed through the lens of the different partner organizations

Objectives

Conclusion