Diversity Management Programs Research Articles

Socially responsible diversity management

AbstractThe purpose of this article is to develop a conceptual framework to describe ‘socially responsible diversity management’. This framework seeks to demonstrate that the desired social justice outcomes of affirmative action programs and the business benefits of diversity management programs can be achieved but only by undertaking initiatives at a number of levels. Traditional approaches to afirmative action have been unsuccessful in achieving their goal of equitable labour market outcomes and it is unclear that diversity management programs have contributed to business outcomes. The article argues that neither affirmative action nor diversity management has been able to fully achieve its objectives because of a number of limitations. The article argues that organisations can achieve better business outcomes, as well as equity outcomes associated with a diverse workforce, by adopting a relational, multilevel framework of managing diversity. Such a framework provides for the creation of what is termed ‘socially responsible diversity management’.

The Transformational Power of a Mission-Driven Strategy:: Extraordinary Diversity Management Practices and Quality of Care

W hy do some organizations struggle or plateau with diversity management programs while other organizations flourish and excel? The authors became interested in this question as part of a larger research project exploring diversity management competencies in organizations.We are especially interested in this issue within the context of the health care industry. Well-documented demographic shifts, resulting in the browning and graying of America, pose extraordinary challenges for health care on two fronts. First, a shrinking and aging talent pool will result in shortages among primary care physicians, nurses, lab technicians, and physical therapists. Some will be replaced with more racially and ethnically diverse workers. Yet, womenandpeopleof colorhaveonlymade incremental advances into management and professional roles. On the patient side, increasing racial and ethnic diversity heightens the importance of culturally appropriate care. The swelling ranks of seniors needing extended care for age-related chronic diseases (e.g., cancer, heart disease, musculoskeletal disorders) will increase exponentially. Yet persistent quality problems and racial disparities in care indicate that the industry has been slow to respond to this perfect storm. Diversity management is a means to address these health care challenges. Effective diversity management involves valuing and utilizing the collective talents and contributionsof all individuals, regardlessofdifferences and similarities, in ways that significantly enhance organizational performance. In health care, this entails cultivating skills that integrate quality improvement and cultural sensitivity to meet the needs of diverse patients. Therefore, diversitymanagement practices are embedded into the organization’s overall strategy, not just confined to human resource practices. However, like other sectors, health care organizations struggle with effective diversity management. Why? Some contend that diversity is viewed as a nuisance and threat to the status quo, rather than a resource to leverage. This dim view of diversity results in inadequate funding, staffing, support, and therefore stalled success. Yet, we wondered what makes leaders view diversity positively, as a resource to achieve their goals? Emerging research shows that when senior leaders articulate a sincere and strategic commitment to diversity management, supported by their actions, organizations reap the benefits. We believe there is a need to understand how such leaders navigate the change process to ensure the successful diffusion and implementation of diversity management throughout a health care organization. We selected SSM Health Care as the focal organization for this case study because of its reputation for excellence, consistently satisfying the majority of its stakeholders, and a historic, leading edge commitment to managing diversity. In 2002, SSM Health Care was the first health care system to win the prestigious Malcolm Baldrige National Quality Award. SSM Health Care earned acclaim because of its exceptional performance on critical success factors: leadership, strategic planning, process measurement and management, human resource management, and high quality of patient care. Through this case study, we examine how SSM Health Care’s generative view of diversity management practices was interwoven throughout the organization to produce extraordinary results.

Diversity management in South African sport federations

South Africa's political transformation since 1994 compelled sport federations to develop and implement new strategies and structures to actively recognise, appreciate and manage the increasingly multicultural nature of post-apartheid sport. Diversity management consists of three integrated dimensions: affirmative action initiatives, economic empowerment and the existence of a supportive management philosophy to support diversity management. Although South African sport federations are required to meet minimum standards of diversity management, it appears as if they are unaware of the multi-faceted scope of diversity management and concentrate on the single dimension of affirmative action. This study investigates the perceptions of South African sport federations on diversity management by means of a 27 statement questionnaire on the key performance indicators of diversity management evaluated on a 5-point Likert scale. Results are analysed in terms of mean scores ( x ) and frequencies (%) recorded for statements in the questionnaire. Overall results categorise South African sport federations in the neutral diversity management zone on the Diversity Management continuum of Bill (2002). The study concludes by proposing that in order to progress on the diversity management continuum South African sport federations should adopt and implement the strategies of organisational change to reflect the diversity of the South African population, institutionalise clear policy on diversity management, running appropriate, participative and inclusive management training programmes, as well as setting, actively pursuing and continuously monitoring diversity benchmarks.

Effects of gender diversity management on perceptions of organizational attractiveness: The role of individual differences in attitudes and beliefs.

In this study, the authors examined how individual gender-related attitudes and beliefs affect the reactions of men and women to gender diversity management programs in organizations. They found that whereas there were no significant between-sex differences in the effects of gender diversity management on organizational attractiveness, there were strong within-sex differences based on individual attitudes and beliefs. Specifically, within the sexes, centrality of one's gender identity, attitudes toward affirmative action for women, and the belief that women are discriminated against in the workplace moderated the effects of gender diversity management on organizational attractiveness. The findings, combined with prior research, suggest that it is critical for organizations to incorporate efforts to manage perceptions of gender diversity management programs into their diversity management strategies.

Managing Diversity: Interpretation and Enactment in a Health Care Setting

As the United States workforce becomes increasingly diverse, many organizations have attempted to raise awareness and sensitivity to cultural group issues. Diversity management programs combine Equal Employment Opportunity and Affirmative Action with internal organizational initiatives such as diversity sensitivity training. These diversity management policies and initiatives may be interpreted and enacted in various ways. This exploratory study was designed to investigate how managers interpreted the meaning of diversity management and enacted EEO/AA laws and diversity initiatives in a hospital in the process of evaluating its diversity programming. Using a grounded theory approach, in-depth interviews with clinical and non-clinical managers were conducted. Several themes emerged, including professional differences in the legal and social understanding of diversity, the nature of managerial uncertainty, and the significance of formal and informal resources when managing diversity.

Age shall not weary them

Many managers have a negative view of older workers. But with support from CEOs, diversity management programs and proper utilisation of experienced workers skills, a more positive image emerges, write Sally Howell, Donna M. Buttigieg and Wendy Webber. Copyright 2006 Sally Howell, Donna M. Buttigieg and Wendy Webber. No part of this article may be reproduced by any means without the written consent of the publisher.

Implementation of Diversity Management Programs in Public Organizations: Lessons from Policy Implementation Research

The U.S. workforce is becoming more diverse, particularly in the public sector. As a result, a number of public-sector employers have initiated diversity management programs aimed to assist different types of employees in their needs at work. While much of the public administration literature has focused on these programs and what makes them work, it has largely ignored a cognate area of study that has much to say about the success of such programs: the policy implementation literature. This article uses policy implementation research to develop five guidelines for public managers who wish to develop a successful diversity management initiative.

Organizational Attractiveness and Corporate Social Orientation: Do Our Values Influence Our Preference for Affirmative Action and Managing Diversity?

This study examines the impact of corporate social orientation on organizational attractiveness as it relates to information about an organization’s handling of diversity issues. Using Aupperle’s notion of corporate social orientation (CSO), we examined how CSO affects perceived attractiveness of organizations’ emphasizing affirmative action versus diversity management policies in their recruitment literature. Respondents to a survey of 343 college students reported a more favorable assessment of affirmative action programs than diversity management programs. In addition, the legal dimension of CSO was positively related to affirmative action programs. Also investigated were the underlying dimensions of organizational attractiveness—intentions and beliefs—these were more positive for affirmative action programs than for diversity management. A discussion of practical implications for organizations seeking to recruit from a diverse applicant pool and suggestions for future research is offered.

Responding to a Wake-up Call

This article reports the results of a survey administered to 160 federal agencies and subagencies to gauge the extent to which they have developed diversity management programs. Many agencies report that they have implemented numerous programmatic elements recommended by the growing body of literature on diversity in the workplace. In contrast, other agencies indicate that they have very limited programs or that they have simply repackaged their traditional equal employment opportunity and affirmative action initiatives. A primary determinant of the level of development of agency or subagency diversity programs is support from the head of each organization.

Ensuring Employment Equity: Are Federal Diversity Programs Making a Difference?

In the last two decades, many public sector agencies have instituted a wide array of “managing diversity” programs designed to remove barriers to the full participation of women and people of color. Meanwhile, agencies are also increasingly responding to pressure to develop measures to monitor performance of all of their programs. Yet there have been few efforts in place to measure the effectiveness of diversity management programs. This article argues that such an evaluation is essential, and offers a preliminary governmentwide estimation of the success federal agencies have had in breaking down these barriers. We found, for the most part, that there is little evidence that broad‐based diversity programs, nor any of their programmatic components, have created a more equitable work environment for women or people of color. We then examine the programs at two federal agencies with significant diversity efforts, in depth, and find again that the results have been mixed. While not meant to be the final word, we suggest that these findings can serve as the basis for generating greater discussion and analysis of these important, but under‐evaluated, programs.

Workforce diversity initiatives of U.S. multinational corporations in Europe

AbstractAlthough most U.S. multinational corporations have substantial workforce diversity management programs in their U.S. operations, they are only beginning to consider parallel efforts in their overseas subsidiaries and affiliates. The internationalization issue is particularly prominent in the European Union, where competitive, demographic, legal, and political developments make workforce diversity issues unavoidable within the next few years. Instead of simply replicating U.S. programs, however, diversity initiatives in Europe need to adapt to each employer's strategic objectives, degree of organizational integration, and local needs. The experiences of Lucent Technologies Inc. and The Royal Dutch/Shell Group of Companies illustrate two contrasting approaches. The former has adopted a strongly multidomestic strategy, while the latter has a more global approach. © 2003 Wiley Periodicals, Inc.

Women and Leadership in Higher Education in Australia.

Abstract Senior academic women in Australian Universities, as elsewhere, continue to experience both direct and indirect discrimination, with the narrow white Anglo‐Celtic male management profile a dominant factor in this discrimination. While higher education remains a hostile work environment for senior academic women their participation rates are unlikely to increase. This article explores the barriers that senior academic women experience. It then examines whether or not diversity management programmes might provide a useful management tool to increase the participation of senior women in higher education. If diversity management can impact on the management culture, more senior women may remain in universities and thereby impact on that culture.

Gender mainstreaming et approche différenciée selon les sexes: quels impacts pour la gestion?

The goal of this text is to situate gender mainstreaming in relation to other plans of action for gender equality, such as equal opportunity initiatives and policies, positive discrimination, affirmative action, and diversity management programs. Of course, there are similarities in the action plans, but there are also differences regarding the eras in which they came to be, the analyses on which they are based, the objectives sought, the courses of action drawn up, and the implications for HRM. Looking at writings and practices, this text attempts to clarify these concepts, to specify their objectives, to explore the resulting courses of action at the macro level (public policy) and at the micro level (human resources management within organizations), and to zero in on the zones of debate that cut across them. [PUBLICATION ABSTRACT]

Relational Demography and Relationship Quality in Two Cultures

Prior research has shown that demographic similarity between supervisors and sub-ordinates shapes supervisor-subordinate relationship quality in US settings. The current study extends this body of research by comparing effects in a US production facility to effects in a Mexican facility owned by the same company. Results suggest that, in both locations, demographic similarity influences the quality of relationships between supervisors and subordinates. The specific patterns in Mexico, however, are not identical to those in the United States. Age similarity has negative effects on relationship quality in Mexico, but not in the United States. Also, gender similarity has a stronger positive impact on one dimension of relationship quality (trust) in Mexico, but it has a stronger positive impact on a second dimension of relationship quality (leader-member exchange) in the United States. Both the overlap and disparities between demography effects in the two regions are important considerations when attempting to transfer human resource management practices, such as diversity management programmes, across the American-Mexican border

Impact of Marketing Work-Place Diversity on Employee Job Involvement and Organizational Commitment

Much of the debate about managing work-force diversity concerns the rationale for the procedures used and the outcomes produced by programs perceived to be unfair. The authors explored the role of organizational justice in diversity initiatives; they examined which of 6 diversity arguments (T. H. Cox & S. Blake, 1991) were most often used by U.S. firms and accepted by employees. They also surveyed U.S. workers about diversity issues at work; the problem-solving diversity argument was related to higher employee job involvement and organizational commitment, even though the respondents ranked the resource-acquisition argument as the most acceptable. The authors also found that many organizational-justice issues still need to be resolved, even in those organizations with diversity-management programs.

Diversity Programs in Chain Restaurants

A pilot study of 16 food-service companies found mostly ill-defined goals for diversity-management programs, if such programs existed at all. Seven of the ten chains that have or will start a diversity program aim simply to improve employees' awareness of diversity issues. Only two mentioned organizational change as a goal. Similarly, time deadlines and reward systems are vague or nonexistent for most of the companies' diversity efforts. While the results of the study cannot be generalized, they raise the concern that most of these firms are not aware of the importance of fostering diversity in the workplace as a means of offsetting potential shortages in labor markets and encouraging a diverse customer pool. Most existing strategies for managing diversity are hobbled by inherent weaknesses, but a diversity program that adopts the best features of each strategy will create a workplace where all employees feel welcome.

Managing Diversity: A Comment

The comment points to ‘managing diversity’ programs within business organizations as built upon an inherently weak structure. I argue that without a moral imperative, (a sense of ‘should’, or ‘ought’, derived from principles and beliefs regarding the treatment of human beings), the diversity programs will fail in their effort to build more competitively successful organizations. Three theoretical views of diversity are considered. It is pointed out that these representative views do not acknowledge the innate weakness of typical diversity management programs. This commentary claims to predict not only the likely failure of the programs themselves, but also that the programs will by design cause deeper and wider dis-ease within the organization.