Diversity Management Programs Research Articles

Workplace Diversity: Hidden Treasure for Boosting Organizational Performance

Today, many organizations recognize the significant impact of workplace diversity on performance outcomes at all organizational levels. Managers and leaders have embraced differences in organizational workforce members through diversity management initiatives, training and programs that yield competitive advantages. The present study contributes to the extant research by developing a new conceptual model that demonstrates relationships between workplace diversity and organizational performance as mediated by diversity management and moderated by multi-level organizational variables. A strong relationship between workforce diversity and excellence in organizational outcomes has grown constantly during the last decade. Practical implications and recommendations are discussed.

СИТУАЦІЙНИЙ ПІДХІД В УПРАВЛІННІ ПЕРСОНАЛОМ СУЧАСНИХ БІЗНЕС-СТРУКТУР

The article is devoted to the study of the peculiarities of HR management in modern business structures from the point of view of the situational approach. The topic is relevant, as the existing challenges of the macro environment force managers to reconsider traditional approaches to human resources management. Situational management is increasingly being successfully implemented in practice, as exemplified by the cases offered on the official web portal Diia.Business. The purpose of the article is to define the tools of situational personnel management as a factor in the development of business structures in the face of uncertainty in the external environment. To achieve this goal, general scientific and special research methods were used: the method of system analysis – to clarify the essence of the main categories of research; the method of generalization – to identify the main problems of human resources management and situational management tools that can be used to solve them; methods of analysis, synthesis, and classification – to identify specific situational management techniques for certain categories of employees which emerged as a result of military aggression and martial law; empirical method – to identify situational management technologies which have emerged in modern conditions; tabular and graphical methods – to visualize the results of the study. It is determined that the main tools of situational HR management are: HR data analysis; communication tools; online learning platforms; Change Management; health and well-being programs; diversity and inclusion management programs. The authors provide examples of the use of situational personnel management by leading foreign enterprises. The article also draws attention to current domestic trends in personnel management. The article proves the advantages of using situational management for Ukrainian enterprises: this approach will allow preserving human resources in the face of economic shocks. The need for continuous improvement and updating of situational management tools leaves room for further research in this area.

Diversity Management and Work Engagement of Academic Staff of Kyambogo University, Uganda

This study examined the influence of diversity management and work engagement of the academic staff of Kyambogo University in Uganda. Specifically, the study examined the influence of diversity management policies, diversity management programmes and diversity management climate on the workplace engagement of academic staff of Kyambogo University in Uganda. The study employed the correlational research design, hence adopted the quantitative approach. The sample comprised 188 academic staff of Kyambogo University. Data was collected using a self-administered questionnaire. The data was analysed using descriptive and Partial Least Squares Structural Equation modelling (PL-SEM) using SmartPLS. Descriptive results revealed that the workplace engagement of academic staff, diversity management policies, diversity management programmes, and the diversity management climate of the university were moderate. SEM results showed that while diversity management policies had a positive and significant influence on workplace engagement, diversity management programmes had a positive but insignificant influence on workplace engagement, and the diversity management climate had a negative and insignificant influence on workplace engagement. Therefore, it was concluded that diversity management policies are vital for the workplace engagement of academic staff, inadequate diversity management programmes hinder workplace engagement, and a low-level diversity management climate impedes the workplace engagement of academic staff. Thus, it was recommended that universities should adopt diversity management policies, leaders of universities should implement adequate diversity management programmes to enhance workplace engagement, and leaders of universities should promote a climate that favours diversity.

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

Prevalence and Predictors of Disability Management Programs

Disability management programs are shown to speed the rate of employee returns to work, decrease recidivism, reduce the administrative costs of employee absences, and increase compliance with legislative requirements. However, formal programs are not universal - they are present in a minority of organizations. This article examines the relationship between a formal diversity management program and both organizational characteristics, and business conditions, to explain the operating contexts in which diversity management programs emerge. To answer the research questions, data from Statistica Canada’ s Workplace Employee Survey was analyzed. Findings include evidence of positive relationships for union density, operating excellence business strategy, and high involvement work practices. Negative relationships were identified for manufacturing firms, and external growth business strategy. This study provides grounding for further research on several topics, including Union-Management Collaboration, Industry Interconnectedness, and Legislation and Public Policy.

A validation study of the Miville-Guzman Universality-Diversity Scale in South Africa

Background: In order for organisations to best implement diversity management programmes that will create an environment in which diversity is appreciated and utilised optimally to achieve organisational outcomes, they need to first identify the attitudes and orientations that individuals in the organisation have towards diversity. Universal-diverse orientation (UDO) is a largely under-researched topic in South Africa, and currently no instrument measuring UDO has been validated in a South African context.Aim: The purpose of this study was to determine the psychometric properties of the Miville-Guzman Universality-Diversity Scale (M-GUDS) in South Africa.Setting: The study was conducted among the general working population in the Gauteng Province in South Africa.Methods: A quantitative cross-sectional research design was followed. A heterogeneous sample of 255 South African employees from the general working population in Gauteng was selected to complete a voluntary web-based questionnaire.Results: The results confirm that the M-GUDS is reliable; the factorial validity, and convergent and divergent validity of the M-GUDS are also confirmed. The predictive validity of the instrument is partly confirmed.Conclusion: This study contributes to the limited research that has been done on UDO in South Africa by providing a valid instrument that can give additional insight into organisations on the orientations and attitudes of employees toward diversity. This provides organisations with a platform to assess their diversity orientation that can be used to inform diversity management programmes.Contribution: This study contributes to the limited research that has been done on UDO in South Africa, as well as addresses the gap of a lacking instrument to measure UDO in South Africa by validating the M-GUDS.

Kinetic vitrification: concepts and perspectives in animal sperm cryopreservation

Sperm cryopreservation is an important tool for genetic diversity management programs and the conservation of endangered breeds and species. The most widely used method of sperm conservation is slow freezing, however, during the process, sperm cells suffer from cryoinjury, which reduces their viability and fertility rates. One of the alternatives to slow freezing is vitrification, that consist on rapid freezing, in which viable cells undergo glass-like solidification. This technology requires large concentrations of permeable cryoprotectants (P- CPA's) which increase the viscosity of the medium to prevent intracellular ice formation during cooling and warming, obtaining successful results in vitrification of oocytes and embryos. Unfortunately, this technology failed when applied to vitrification of sperm due to its higher sensitivity to increasing concentrations of P-CPAs. Alternatively, a technique termed 'kinetic sperm vitrification' has been used and consists in a technique of permeant cryoprotectant-free cryopreservation by direct plunging of a sperm suspension into liquid nitrogen. Some of the advantages of kinetic vitrification are the speed of execution and no rate-controlled equipment required. This technique has been used successfully and with better results for motility in human (50-70% motility recovery), dog (42%), fish (82%) and donkey (21.7%). However, more studies are required to improve sperm viability after devitrification, especially when it comes to motility recovery. The objective of this review is to present the principles of kinetic vitrification, the main findings in the literature, and the perspectives for the utilization of this technique as a cryopreservation method.

An Assessment of Rural Women Participation and Efforts Towards Sustainable Agricultural Development in Ikenne Local Government (2016 – 2020)

This paper highlighted that rural women play pivotal roles in agricultural and rural development, even much more than their male counterparts. Although not denying the supportive roles of the men in attaining their production goals, the work explores rural women’s participation in agricultural productive activities such as planting the seedlings, weeding, and interval intercultural operation of the crops. The objective of these studies was to assess the extent to which rural women in the Ikenne Local Government were involved in the productive efforts of two major agricultural produce – Ugu vegetable (pumpkin vegetables) and the corn seedlings in various farms locations. This study focused on the role of women working with full passion in the production of these crops right from the soil preparation through tillage, local manur styles till it is harvested and further into the marketing and storage of these crops for the next planting season; a chain of productive forces just to make ends meet and to sustain their families. For this study, two villages/towns Ilishan-Remo and Ikenne-Remo were selected according to their experiences on these crops and for their proximity to the university and convenience of the research. Results accessed showed formal training on the production of these crops and management. From the overall studies, it was assumed that the maximum percentage of the farmers of these regions adopted indigenous knowledge for the cultivation of these crops including all cultural practices for raising the crops as well as in the post-harvest marketing activities also. The paper through its findings stressed that the public, private sectors, and NGOs in both local governments need to introduce diversity management programs in order to reduce the poverty levels of these rural women in agricultural production. The concluding section of the work recommends some policies that would stimulate these determined producers to such levels that could enable them to grow into big-time farmers and be able to contribute meaningfully to their communities and beyond.

Think Diversity Management Programs Are Enough? Think Again!

Organizations are now starting to implement diversity management programs to address their diverse workforce needs. However, diversity management programs alone are not enough to reap the valuable (and profitable!) benefits of a diverse and inclusive workplace. Diversity management is more than just policies and procedures. It includes diverse demographics and a climate of inclusion. A climate of inclusion is defined as an environment where employees are treated fairly, have equal access to resources, and creates a sense of belongingness as well as uniqueness. Studies have shown that diversity management can promote attractive results like reducing turnover and increasing employee engagement in helping behaviors. But what are the factors that come into play to really leverage these diversity management programs?

A systematic literature review of board diversity in agile healthcare supply chain

The healthcare supply chain plays a fundamental role in addressing the healthcare needs of local and global communities. The composition of the healthcare sector, particularly regarding cultural and gender diversity, is an antecedent to effective medical healthcare management, and achieving organisational performance. Following an appraisal of the selected literature, six themes emerged in the research area of diversity in healthcare. These were cultural diversity management, gender diversity management, governance and leadership, board management, Indigenous healthcare, and healthcare workers and teamwork. Findings from the study suggest the advancement of critical elements of organisational diversity research in the agile medical supply chain, including aspects of the influences of workforce heterogeneity on board governance practices, organisational culture and climate-specific studies, organisational performance and non-performance outcomes, and diversity disparities in senior and executive-level leadership roles. This study can influence regulatory decision-making, strategic policy origination, and operational diversity management programs.

Accommodating Religious Practices in the Workplace: The Case of Indonesian Workers in Taiwan

The increasing number of Indonesian migrant workers, who are largely Muslims in Taiwan, makes the work environment more diverse. Consequently, the need for diversity management programs such as accommodating religious practices in the workplace has become significantly more relevant. But the extant studies and reports point out those migrant workers, who are largely Muslims, have not been properly accommodated to implement their religious practices in the workplace. The study seeks to understand as how Indonesian migrant workers, who are largely Muslims, experience a kind of deprivation of their religious practices in the workplace. To that end, it uses a qualitative case study method to investigate a group of Indonesian Muslim workers of the X Company who were deprived to observe daily prayers in the workplace. The results of the study evidently found that the employer views that accommodation of such religious practices in the workplace as unreasonable for the company. The results further showed that the accommodation of religious practices of Indonesian Muslim workers was considered as unreasonable because of some important issues such as disruption of job duty, inflexible work schedule, other workers’ concern/objection, facility cost and management response/ approach. Accordingly, the study suggests some recommendations. First, the Taiwanese employer needs to sit together with relevant government institutions and religious leaders to formulate a specific policy on the accommodation of religious practices in the workplace. Second, as a single case study, the results of this study might lack of external validity (generalizability). It therefore strongly suggests prospective researchers to do a cross-cases study of this phenomenon or issue.

Transformational Leadership Theory and Exploring the Perceptions of Diversity Management in Higher Education

With the introduction of diversity policies and diversity management programs, the intent of the top administration and what is enforced at the lower levels may vary. This paper examines underlying factors that would impact the perception of the established diversity management program by lower-level employees in tertiary education institutions. We will then outline how transactional leadership and transformational leadership of the supervisors may impact the perceptions of diversity management in higher education. We will conclude by focusing on areas for future research in diversity management within the higher education context.

Gender diversity, ethnic diversity and employee performance in a South African higher education institution

Orientation: Although there has been an improvement in workforce diversity in South Africa, gender and ethnicity issues such as discrimination, prejudice and sexual harassment prevail within organisations. This is because organisational leaders view diversity as a matter of legal compliance instead of as a value addition to organisational growth and profitability. Based on this, it is important for organisations to understand the economic side of diversity and not just be content with having such a workforce.Research purpose: This study investigated the effects of gender and ethnic diversity on the performance of employees in a selected higher education institution in South Africa.Motivation of the study: The study was conducted to determine whether gender and ethnic diversity influences the performance of employees in a higher education institution in South Africa. It is believed that by doing so, the study may assist organisational leaders to determine strategies and best practices that will create culture that is inclusive rather than exclusive.Research approach/design and method: A cross-sectional research design was used. A stratified random sample (n = 258) was chosen by dividing employees into homogeneous strata of academic and non-academic employees. A self-administered questionnaire was used to gather data. Pearson product moment correlation and multiple regression analysis were performed.Main findings: The results show that gender diversity and ethnic diversity are positively and significantly related to employee performance. The study recommends that higher education institutions implement effective diversity management policies and strategies to improve the effectiveness of gender and ethnic diversity towards the performance of employees.Practical/managerial implications: The study recommends organisations to embrace diversity and not just abide by the affirmative action policies and be satisfied with having such a workforce. To achieve this, effective diversity management programmes such as diversity training and mentoring programmes should be implemented to ensure that all employees are properly trained on diversity issues.Contribution/value add: First of all, the findings of this study will add to existing knowledge that will aid in the understanding of gender and ethnic diversity in general and its relevance to employee performance, which in turn leads to organisational performance. Furthermore, this study will be an eye opener to organisational leaders and employees as it will help them to begin to see that diversity is a blessing rather than a matter of legal compliance. It will help organisations to see the need for having diversity and confirm that employees can work together despite their differences.

Inclusion climate: A multilevel investigation of its antecedents and consequences

This study investigates the antecedents and consequences of organization‐level inclusion climate. A national sample of human resource decision‐makers from 100 organizations described their firms' formal diversity management programs; 3,229 employees reported their perceptions of, and reactions to, their employers' diversity management. Multilevel analyses demonstrate that identity‐conscious programs (programs that target specific identity groups) generate an inclusion climate. Moreover, the analyses provide evidence of multilevel mediation: In organizations with an inclusion climate, individual employees perceive the organization as fulfilling its diversity management obligations and respond with higher levels of affective commitment. This study represents an important step toward understanding how a shared perception of organizational inclusiveness develops and how inclusion climate facilitates the achievement of diversity management objectives. The findings also shed light on the important role of identity‐conscious programs in promoting organizational commitment within a diverse workforce.

Perceptions of Frontline Managers Practicing Diversity Management

For over 30 years, organizations have engaged in programs to address the growing presence of diverse populations in their ranks, and researchers have attempted to identify and quantify a link between diversity and enterprise performance. There is a general lack of understanding of how organizations benefit from increased diversity and the role of frontline managers in that process. The purpose of this study was to obtain a better understanding of the perceptions and lived experiences of frontline managers in their role of executing diversity management programs. The study’s framework focused on (a) diversity management, (b) managing people, and (c) team performance. The data collection process involved interviewing 12 frontline managers from a variety of industry sectors using a semistructured, conversational interviewing protocol. The open, hand-coded analysis revealed patterns of thought and behaviors relating to managing individuals, managing the complexity of diversity, and managing diverse teams for high performance. The original concept of diversity management was in response to the growing diversity in the workplace and was intended to develop the capacity among managers to manage the resulting diversity mix. The study findings indicated that a common definition of diversity management is possible, that managing diversity requires a competence with all dimensions of diversity, and that there is a set of management skills that can yield better performance with teams of diverse composition. The results of this study can have a positive impact on theory, practice, and general social acceptance of diversity.

Diversity management in three Latin American countries: an institutional theory perspective

PropósitoEste artículo utiliza la Teoría Institucional para analizar el contexto que rodea la Gestión de la Diversidad (GD) en empresas operando en Chile, El Salvador y Guatemala, y la influencia de este contexto en los temas de GD que enfrentan las organizaciones, y en las prácticas de GD que éstas implementan.Diseño/metodología/enfoqueSe utilizan grupos focales y una encuesta para evaluar la percepción de administradores y trabajadores sobre la GD en sus países, y se utiliza un análisis del contenido de las páginas web de las empresas para evaluar la información pública y formal proporcionada por las empresas sobre la GD.ResultadosLos resultados sugieren la prevalencia, tanto entre los directivos como empleados, de percepciones de discriminación en el lugar de trabajo, facilitadas por fuerzas culturales que desvalorizan la diversidad humana. Las intervenciones de las empresas en GD aparecen lideradas por compañías multinacionales, y se enfocan en combatir la discriminación, facilitar la inclusión y buscar legitimidad externa.Originalidad/valorEste artículo es uno de los primeros en analizar la GD en organizaciones latinoamericanas. Además, se presentan tres estudios que, con diferentes metodologías, apoyan varias proposiciones de la Teoría Institucional, las que enfatizan el rol de las fuerzas institucionales en explicar la implementación de prácticas de GD por parte de las organizaciones. Se discute la relevancia y desafíos del desarrollo de programas de GD en América Latina.

Justice and fairness in the workplace: a trajectory for managing diversity

PurposeThe purpose of this paper is to argue that diversity management (DM) interventions, underpinned by principles of justice and fairness, create a powerful force that drives sustainable outcomes. Further, the authors argue that justice and fairness should be embedded at the core of DM.Design/methodology/approachA qualitative case study methodology was used to ascertain how four organizations approached critical issues regarding diversity. Justice and fairness principles were used as a framework to evaluate each organization’s DM interventions. Different approaches adopted by the case study organizations were compared using a cross-case analysis.FindingsJustice and fairness principles provide a useful framework to evaluate DM interventions. The findings show that justice and fairness principles have an effect across the continuum of DM, including identifying dimensions of diversity, executing DM programs and realizing outcomes of DM.Research limitations/implicationsThe current study is limited to four case studies using qualitative methods.Practical implicationsThe findings demonstrate the importance of integrating justice and fairness benchmarks when implementing DM programs.Originality/valueThe findings shed light on the link between DM and justice and fairness, an area lacking empirical studies. It also presents a new area for empirical enquiry—the application of social justice principles in evaluating organizational interventions in DM.

Situational Perspective Taking as an Intervention for Improving Attitudes Toward Organizations that Invest in Diversity Management Programs

In order for diversity management programs to serve as competitive resources, organizations must attract employees who will fit in and support an organization’s diversity management programs. Two experiments examined situational perspective taking, in which one imagines being the target of workplace discrimination, as an intervention to increase positive attitudes toward organizations that invest in diversity management programs. Participant gender and ethnic identity were examined as moderators. In two experiments, managers (study 1) and active job seekers (study 2) were instructed to imagine and write down how they would feel if they were the targets of workplace discrimination and read recruitment materials of an organization and its investment in diversity management programs. Both studies showed that engaging in a situational perspective taking about being the target of workplace discrimination led to more P-O fit and organizational attraction toward an organization that has diversity management programs. The effect of situational perspective taking had a greater impact on White men than on women and ethnic minority participants. These results suggest that the design of organizational recruitment activities should highlight their support of diversity management programs and emphasize that all member benefit from diversity management programs. Originality/value—despite theoretical work that suggests that organizational attitudes are an important factor for the effectiveness of diversity management programs, this is the first known research that shows that perspective taking can help people see the value in diversity management.

Managers’ psychological diversity climate and fairness: The utility and importance of diversity management in the hospitality industry

ABSTRACTDespite corporate investments in diversity management programs, there is a dearth in the literature that examines managers' attitudes toward diversity management practices. This is a glaring gap in the literature because the success of diversity management programs is highly depend on managers. A survey was distributed to hotel managers from properties in the southern United States. The results showed that psychological diversity climate predicted the perceived utility and importance of diversity management, and these relationships were mediated by the fairness of diversity management. These results suggest that psychological diversity climate has an impact on attitudes toward diversity management practices.

Workforce Diversity Management, the Case of Mayo Clinic

Workforce Diversity Management, the Case of Mayo Clinic Mussie T. Tessema, Ph.D; Kathryn J. Ready, Ph.D; Alexis Vlack; Eden Sahle; Erica Stiller; Samantha Theis Abstract In the last two decades, organizations have increased their efforts to diversify their workforce. This paper provides a case study of diversity management practices implemented by Mayo Clinic, a world-renowned healthcare organization, as part of their successful efforts to diversify their workforce. The integrative nature of Mayo Clinic’s diversity management practices, as well as advantages and disadvantages, and theoretical and practical implications of workforce diversity management programs are discussed. Implications of these findings for other organizations and future research directions are highlighted. Full Text: PDF DOI: 10.15640/smq.v5n1_2a2