Diversity Management Practices Research Articles

Gender composition at work and women's career satisfaction: An international study of 35 societies

AbstractDrawing from status characteristics theory, we develop a multilevel model to explain the relationships between gender composition (e.g., female‐female supervisor‐subordinate dyads, a female majority at the next higher level, and a female majority at the same job level) in the workplace and women's career satisfaction. We hypothesise that working with a female supervisor and a female majority at the same level will be negatively related to women's career satisfaction, while a female majority at the next higher level will be positively related to women's career satisfaction. Moreover, we propose that formal societal (gender‐equality) institutions and informal cultural (gender‐egalitarian) values, each has a moderating effect on the impact of gender compositions on women's career satisfaction. Our results from a multilevel analysis of 2291 women across 35 societies support the three hypothesised main effects. Whereas institutions that support gender equality weaken the positive effect of working with a female majority at the next higher level, they amplify the negative effect of a female majority at the same hierarchical level. Our findings highlight the complex and paradoxical nature of gender composition effects on women's career satisfaction. We discuss the theoretical contributions of our findings and their implications for the diversity management practices of multinational enterprises.

Leaders of Color and Diversity Management Practices: A Study of Human Service Nonprofits in Georgia

Leaders of Color and Diversity Management Practices: A Study of Human Service Nonprofits in Georgia

LGBTQ inclusion in the workplace: examining the roles of climate, leadership, and psychological empowerment to determine satisfaction

Purpose Organizations are moving beyond the gender binary in the workplace and are implementing diversity management practices, making Lesbian, Gay, Bisexual, Transgender and Queer (LGBTQ) inclusion increasingly important as they continue to remain a disadvantaged group. This paper aims to look into the factors that affect job and life satisfaction among LGBTQ employees in India. Design/methodology/approach Data were collected from 348 LGBTQ employees and analysed using structural equation modelling. Findings The results showed that psychological safety has a positive impact on psychological empowerment, job satisfaction and life satisfaction. Additionally, inclusive climate and inclusive leadership were found to have a significant moderating effect on the relationships. The study also revealed that psychological empowerment plays a mediating role between psychological safety and life satisfaction. Originality/value The study stands pioneers among the works that discuss workplace inclusion among LGBTQ employees in Indian context since LGBTQ acceptance in normal social system is still in nascent stage in Indian scenario. The findings can be used to improve LGBTQ inclusion and promote social development and well-being in organizations and society, as the inputs from the study can be taken up for inclusive leadership development and wellbeing of the employees.

Diversity Management in the Medical Device Industry in the Light of the Results of International Empirical Research

Objective: The article aims to identify and evaluate the diversity management practices used in enterprises as well as the benefits and difficulties of diversity management. Research Design & Methods: Empirical research was carried out in 2018–2020 using a diagnostic survey with a survey technique. The study surveyed 130 managers representing various medical device industry enterprises from four countries – Germany, Great Britain, France, and Poland. Findings: The most frequently used diversity management practices were flexible working hours, integration activities for employees, and analysing employment structures and job satisfaction. The analysis results also confirm that the managers more often perceived the benefits of diversity management than the difficulties. At the same time, diversity management practices are implemented spontaneously in most companies. Implications / Recommendations: The results of the research may be a source of practical recommendations for companies from the medical device industry vis-à-vis the broader use of diversity management. It may help them think about how to implement such practices and activities in their everyday routines. The research presented herein focused on three selected dimensions of diversity – age, gender, and multiculturalism. In the future, wider, cross-sectional research covering wider dimensions of diversity management in more countries would be worth doing. Contribution: The presented research attempts to fill the gap in diversity management in the innovative and rapidly developing medical device industry.

Unveiling Power Dynamics: Diversity Interpretations, Management Practices, and Inclusion Perceptions in the Workplace

The current diversity management literature highlights a lack of empirical investigations into nuanced diversity characteristics within specific contexts, with a predominant focus on the USA, Europe, and Asia. This article addresses these gaps by exploring the intricate relationship between interpretations of workforce diversity dimensions and ensuing diversity management practices, shaping perceptions of inclusion or exclusion. Workplace diversity is viewed subjectively, influenced by contextual factors like industry and location. A case study was conducted in June 2022 within a Japanese automotive company, gathering qualitative data through techniques such as semi-structured in-depth interviews and non-participant observations were made during two guided visits. AtlasTi was utilized for the analysis of results. Findings reveal that socio-economic differences' interpretation is swayed by power imbalances in labor relationships. Diversity management practices aligned with the dominant group exacerbate inequality among demographic groups, establishing metaphorical «glass ceilings» for minorities and fostering exclusion perceptions. Considering the case study’s limitations, the research contributes to the diversity management discourse, prompting a reevaluation of practices to mitigate unintentional inequality perpetuation in the workplace.

Diversity Management Practices and Inclusive Work Environment: A Study of Employees Working in Banking and It Sectors

Diversity management practices are deliberate tactics, guidelines and programs that organizations implement to successfully manage employee diversity and foster inclusive work environments. Inclusive work environment is essential for developing diversity and equality at workplace where employees of different gender, age, race and backgrounds feel valued and respected. In order to better understand how diversity management practices, affect inclusive work climate, this study aims to find association between diversity management practices and inclusive work environment for employees working in IT and banking sectors. Respondents were chosen by convenience sampling and the instrument used for data collection was the questionnaire. The survey was methodical in nature asking participants to select the option that best reflected their response to each of the questions on a 5-point Likert scale. 241 completed questionnaires out of the 350 that were distributed were returned by respondents and included for data analysis. We used PLS-SEM and SPS for the data analysis. The hypothesis was accepted and significant positive association was found between diversity management practices and inclusive work environment. Trainings for enhancing awareness about diversity are essential for fostering an inclusive work environment that will promote equal employment opportunities, career growth and developmental opportunities and recognition and appreciation for employees of different gender, age and backgrounds.

Impact of supervisor identity on hospitality employees’ work intentions: Rethinking of social dominance and intersectionality theory

This study employs social dominance theory to investigate the influence of supervisors' group identification, including gender, ethnicity, and sexual orientation, on hospitality employees' work intentions with supervisors. By including trust in supervisor as a mediator and the need for cognition as a moderator, this study offers insight into the psychological process through which hospitality employees develop their intentions to work with a certain group of supervisors. The results from a 2 × 2 × 2 between-subjects experiment suggest that the supervisor's gender and sexual orientation affect employees' intentions to work with the supervisor, while ethnicity does not. Results also reveal the mediating effect of trust in supervisor and the moderating effect of the need for cognition on the relationship between supervisors' group identification and intentions to work with the supervisor. Study findings have theoretical and managerial implications for developing diversity management practices in hospitality.

Diversity Management Strategies: Perspectives from Multinational Corporation

This study aims to investigate diversity management strategies within Multinational Corporations (MNCs). Through in-depth interviews and analysis, study examines the strategies utilized by MNC to promote diversity and inclusion in their workplaces. The research identifies key themes and challenges encountered in implementing diversity initiatives, shedding light on the nuanced strategies utilized by corporations to navigate cultural, demographic, and organizational complexities. The finding emphasize the importance of customized diversity initiatives that are in tune with local contexts while also aligning with global corporate goals. Additionally, the study underscores the pivotal role of leadership commitment, organizational culture, and employee engagement in driving effective diversity management practices. In conclusion, this study enriches the comprehension of diversity management within MNCs, providing valuable insights for both practitioners and scholars to improve diversity efforts and cultivate inclusive work environments.

MANAGING DIVERSITY IN THE WORKPLACE: CHALLENGES AND BENEFITS OF IMPLEMENTATION IN ORGANIZATIONS

The article discusses an important issue of Ukrainian and global management - diversity in the workplace. It has been found that diversity in the workplace is becoming increasingly important in today's business environment, as society becomes more globalized and open to different cultural, gender, and age groups. The article examines the definitions of the concepts of "diversity", "diversity management", "inclusiveness", "organizational culture", and explores the nature and types of diversity. The main aspects of diversity, such as ethnic, gender, age and cultural differences, are revealed, and statistics and trends in diversity aspects are provided. The problems that arise when implementing diversity in the workplace are analyzed, including ethical aspects and openness to diversity, as well as internal and external factors that create possible obstacles. The positive effects of diversity in the workplace, such as increased creativity, innovation and competitive advantage, are discussed. However, it also highlights possible conflicts and communication problems, as well as the challenges associated with adaptation and staff training. Diversity management practices on the example of specific Ukrainian companies are analyzed and the importance of creating an open and inclusive environment is highlighted. In conclusion, diversity management in the workplace is important for Ukrainian organizations and its impact on management. The article identifies and characterizes key aspects of diversity management: promoting productivity and innovation, reducing the risk of employee loss and increasing staff engagement, improving the company's reputation and opening up new business opportunities, including markets with different cultural and gender characteristics. It is substantiated that diversity management in the workplace is of strategic importance for Ukrainian organizations, thereby creating conditions for sustainable development, competitiveness and improvement of the corporate climate, and contributes to the successful functioning and achievement of business goals.

The role of the support of top management in gender equality outcomes in higher education and research

In the past decade, there has been increasing attention globally to the institutionalisation of diversity management practices in research, development and innovation (RDI) organisations, as well as the necessity of addressing more effectively various forms of discrimination and inequalities, especially agendas of gender inequality. Although there is extensive research on the different forms, levels, and reasons for gender inequality in RDI organisations, relatively little research has examined how top management members perceive the importance of the former. Our research examines how gender equality outcomes might differ for higher education and research-performing organisations in Hungary when top management strategically supports gender equality. For this purpose, we use –among the indicators by which the European Union (EU) measures progress related to achieving Sustainable Developmental Goal #5 on Gender Equality– the gender employment gap, the gender pay gap, and positions held by women in senior management. We applied a quantitative approach, using an online questionnaire to survey forty-eight higher education institutions and research centres. Our findings build on a comparison of two subsamples; the first in which top management attributes strategic importance to gender equality, and the second in which this strategic approach is lacking. The results show that the «strategic» subsample can primarily be differentiated from the «non-strategic» subsample due to the former’s implementation of significantly more gender equality initiatives at the individual and cultural levels. Concerning initiatives on the structural and organisational level, no significant difference could be found. Furthermore, while a positive linear relationship was found between the number of gender equality practices and the number of positive gender equality outcomes, comparing gender equality outcomes in the two subsamples in more detail indicated fewer significant differences.

Examining the discursive production and deployment of diversity and inclusion in a UK-wide outdoor organisation

ABSTRACT This study draws on a Foucauldian lens to examine how diversity and inclusion are produced, understood, experienced, and managed within the context of a UK wide outdoor non-profit organisation that recently began steps to increase the diversity of its workforce. Qualitative semi‐structured interviews were undertaken with 16 adult members of staff (8 male and 8 female), from different levels, roles and leadership positions, and across different locations. Analysis highlighted tensions between historical and cultural legacies of exclusion in the outdoors and diversity and inclusion organisational values and practices. It also highlighted the privileging of certain discursive articulations, rationalities, and diversity management practices over others. These included the need for workforce diversity to better represent the client base, leading to a focus on front-facing staff and instructors, and a project-based approach. Findings suggested there may be a generational shift in talking about diversity and inclusion within the outdoor sector, but alternative voices are not yet powerful enough to provoke meaningful and sustainable change. We propose a critical perspective to challenge unproblematized discourses of progress and call for diversity and inclusion to be embedded within core organisational cultures and working practices to avoid it slipping down the ladder of competing organisational priorities.

Barriers, Challenges, and Benefits: Gender Diversity in Technology-Based New Venture Team Innovation

This paper introduces the early phase of research designed to unpack the phenomenon of gender diversity intechnology new venture teams including its barriers, potential benefits, and challenges. We present some preliminary casestudy findings from 13 interviews with team members from three technology new ventures in Indonesia. This researchsetting allows us to investigate a unique cultural context in a developing country. The present study addresses a significantresearch gap by elucidating various viewpoints of new ventures towards gender diversity within the same institutionalcontext, thereby enabling a nuanced understanding of their ability to leverage the potential benefits of gender-diverse teamsfor innovation. Specifically, our findings reveal that new ventures have different abilities to navigate the barriers andchallenges associated with gender diversity. This study identified three distinct barriers, namely the acquisition of genderbalancedapplicants, the mitigation of gender-specific bias, and the effective management of dynamics team composition.In addition to the potential benefits of having a gender-diverse team, such as enhanced collaboration, balanced thinking,and inter-group competition, our research has identified three significant challenges. These include the need to overcomecultural and social norms that hinder gender diversity, effectively managing diversity management practices, and improvingemployee engagement and a sense of belonging. The initial results of our study offer some practical and theoreticalimplications for enhancing the potential of new ventures to leverage the advantages of gender-diverse teams to promoteinnovation. These we aim to study further as the doctoral investigation advances further through more extensive case studyanalysis.

The Case of Vanishing Borders: Theorizing diversity management as internal border control

The aim of this paper is to contribute to the theorizing of diversity management, studied from a postcolonial perspective. This paper draws on an empirical study of a Swedish municipal school for adults in order to theorize how construction of privileged and disadvantaged ethnic identities is an integral diversity management practice, situated in the Swedish context. Further, the paper looks not only at limiting identity construction effects, but also at the traces of ongoing resistance. The contribution of the postcolonial lens in the study of workplace diversity lies in the conceptual space it provides for rendering visible, and legitimizing, non-traditional forms of resistance to hierarchical differentiation of cultural identities.

“Doing the Right Thing” and “Making a Difference”: The Role of Personal Ethical Values in Diversity and Inclusion Consulting

This article focuses on the salience of personal ethical values for diversity work. Theory and practice of diversity management (DM) are located in a wider business ethics agenda which acknowledges the rhetorical value of the business case for diversity, but which also integrates the moral responsibilities attached to people management. Drawing on findings from a qualitative study of external diversity and inclusion (D&I) consultants in the UK, the analysis reveals the extent to which personal ethical values act as motivators for and influences on DM work. The research finds that the unique positioning of external D&I consultants facilitates a productive tension towards their work with organizations, allowing them space and opportunity to navigate ethical tensions such that they stand as particularly valuable equality practitioners.

Praktik-Praktik Manajemen Keragaman di Tempat Kerja

The research aims to analyze the factors that lead to diversity, the strategies in managing diversity, the practices in managing diversity, the impacts and constraints in managing diversity in organization. The research method uses a literature study that collects several previous studies to answer the practices of managing diversity in the workplace. The findings of the research demonstrate that the diversity management practices are still suboptimal and the discriminatory treatment still occurs which is marked by the triggers for diversity, the strategies in managing the diversity, and the challenges that employees face in the workplace. According to the research published in prior journals, the management restrictions are characterized by an imbalance in the number of employees, a lack of respect and support from colleagues, complaints and protests against the leadership, and a refusal to get along with colleagues.

Does Gender and Cultural Diversity Matter for Sustainability in Healthcare? Evidence from Global Organizations

Global healthcare organizations are fundamental in addressing the healthcare needs of local and global communities. This highly regulated sector means it is under constant scrutiny for health, safety, and ethical compliance risks by federal regulatory bodies. Despite higher monitoring, an increasing number of healthcare companies receive fines for their irresponsible practices, manifesting significant questions about their corporate governance and sustainability practices. Against this backdrop, this study examines the relationship between boardroom diversity on the sustainability performance of companies operating in healthcare. Utilizing a global sample of publicly listed healthcare companies, using panel regression data and the system-GMM estimator accounting for endogeneity, we find evidence of a positive association between board diversity (gender and culture) and sustainability performance. These findings support critical mass theoretical expectations for board diversity and sustainability performance, suggesting that a meaningful representation (three or more) of women and ethnic directors on the board of healthcare organizations significantly improves sustainability performance. The findings remain robust in a series of robustness tests and continue to hold after accounting for potential endogeneity concerns. This paper has important implications for global healthcare organizational policy concerning diversity management practices and their implications for sustainability performance.

Managing Employees’ Diversity Practices in Private Higher Education in Ethiopia; Evidence from Selected Private Higher Educational Institutions (PHEIs) in Mekelle, Tigray

Diversity means having a range of people with various racial, ethnic, socioeconomic, and cultural backgrounds and various lifestyles, experience and interests. The efforts with regard to the study of managing employees’ diversity in private higher educational institutions (PHEIs) have helped private colleges in keeping their global competitiveness and overall ability to have a confrontation at an international level. However, studies show that managing employees’ diversity are no longer the only topical issues for argument in organizations but are now a reality to be challenged in the day to day activities of private higher educations. For this case, the debate on issues related to managing employees’ diversity practices in private higher education is desire to create safe, welcoming and conflict free work places in the higher education environments established by people of diverse backgrounds. Hence, the objective of this study was to examine employees’ diversity management practices in the selected private higher education institutions in Mekelle. The study employed a descriptive cross sectional survey design by applying both qualitative and quantitative approaches. The researcher used open ended interview and a semi-structured questionnaire that used a 5-point Likert scale to collect the primary data from 131 employees and the higher administrative bodies of the selected higher education respectively. The study used descriptive and econometric techniques to analyze the collected data. Following the dimensions of diversity namely; age, nationality, ethnicity, language, physical disability, socio-economic status and gender were considered as they were viewed as being more applicable dimensions for private higher education in Mekelle. Descriptive results of the study showed that respondents slightly agree with performance of physical disability and language on managing employees’ diversity; while, they slightly disagree with the other dimensions of diversity. The correlation result shows physical disability and socio-economic status have strong and significant; while, three dimensions (Nationality, Ethnicity and Language) have moderate and significant and the remaining two have weak and significant association with managing employees diversity. Finally, the regression result revealed that 65.7% of managing employees’ diversity was explained by the seven diversity dimensions. Moreover, all except age and gender have significant effect on managing employees’ diversity in the selected PHEIs. Finally, the study forwarded a number of recommendations for the management of the selected higher education to improve managing employees’ diversity practices.

The effect of race and foreign accent on managers’ career progression

This paper investigated immigrant groups’ attributes as factors inhibiting immigrants’ career development and progression vis-à-vis local-born-mainstream-groups. Drawing on the Stereotype Content Model (SCM) of warmth and competence, we examined perceptual cues (surface-diversity) and factors that act as career progression barriers. Results revealed race (white, non-white) and accents, rather than immigrant-status, were largely responsible for perceiving barriers. Immigrant non-white managers had more limited access than immigrant white managers to informal networking, mentoring and career support irrespective of their immigrant-status. Immigrant managers did not identify perceptual biases as factors that shape their unequal access to career development opportunities, suggesting a gap between experienced and perceived bias. SCM’s interdisciplinary theoretical implications are discussed contributing to diversity management practices in international contexts.

Gender Diversity Management Practices in the Hotel Industry: An Analysis of Philippine Hotel Industry

This study endeavors to investigate the gender diversity management practices (DMPs) in the hotel industry of and the considerable effect of gender, inclusion or exclusion, on hotel employees' perceptions of those practices in Philippine. A quantitative method using personal administered survey was employed and total 300 above questionnaires were sent online to the staff working in the 4–5-star hotels in Manila and only 185 usable questionnaires received. The findings indicated that young, female hotel staff made up the majority. A significant number of hotels were successful in implementing DMPs, and the staff members were conscious of how their employers were working to give both genders the same opportunity for recruiting, decision-making, development and training, a raise, and remuneration. However, the study additionally revealed that the strategy employed by hotel businesses to assist their staff members in balancing their professional and familial responsibilities may contribute in impeding instead of advancing gender parity. Specifically, the study found that hotel companies often offered childcare benefits and flexible work arrangements, but these benefits were not always accessible to all employees. The findings of this research indicate that hotel corporations need to take further steps to make sure that their DMPs are successful and do not obstruct gender parity.

An Empirical Study of Factors affecting Inclusive Workplaces: A Framework for Diversity Management

This empirical study explores the elements that help make workplaces inclusive and offers a paradigm for managing diversity. Workplaces that embrace and value variations in colour, gender, ethnicity, sexual orientation, and other aspects of diversity are said to be inclusive workplaces. The study employs a mixed-methods approach, integrating quantitative employee surveys and qualitative interviews with diversity workers. The findings highlight a number of critical elements, such as leadership commitment, staff development, inclusive policies and practices, and accountability measures, that have an impact on the success of diversity management programmes. The proposed framework emphasizes the significance of systematic diversity management practices that consider these crucial elements, as well as continuing evaluation and efforts towards continual improvement. The conclusions have significance for businesses looking to foster inclusive workplaces and diversity and inclusion initiatives