Workforce diversity policies in practice: drivers and barriers in local administrations

Christine Lang

doi:10.1080/01419870.2020.1754444

Abstract

ABSTRACT Employment in the municipal workforce is a key area in which cities shape the inclusion of their population of immigrant origin. While many European cities have developed policies aiming to foster the employment of staff of immigrant origin, little is known about the drivers and barriers of their implementation. Based on a comparative case study of local administrations in one German regional state and drawing on organizational theory, this article explores the role of organizational factors. It shows how the interplay of mainly two factors matters: support from the administrative leadership and the pragmatic recruitment rationalities of the human resources practitioners. Additionally, the findings suggest that the local identity as municipality more or less shaped by immigration also informs practices. The article argues that to understand the implementation of policies promoting workforce diversity organizational structures and rationalities must be considered.

Highlights

Employment in municipal administrations is a field where cities can significantly shape the inclusion and participation of their population of immigrant origin
While many European cities have developed policies aiming to foster the employment of staff of immigrant origin, little is known about the drivers and barriers of their implementation
Drawing on in-depth qualitative case studies and theoretical approaches from organizational sociology, I will argue that the interplay of mainly two factors matters: first, how the administrative leadership supports policies for a more diverse workforce and general innovation of human resources strategies, second, whether targeting individuals of immigrant origin corresponds to the recruitment rationalities of the human resources practitioners

Summary

Introduction

Employment in municipal administrations is a field where cities can significantly shape the inclusion and participation of their population of immigrant origin. Drawing on in-depth qualitative case studies and theoretical approaches from organizational sociology, I will argue that the interplay of mainly two factors matters: first, how the administrative leadership supports policies for a more diverse workforce and general innovation of human resources strategies, second, whether targeting individuals of immigrant origin corresponds to the recruitment rationalities of the human resources practitioners.

Results

Conclusion