Effective Diversity Management Research Articles

Exploring the Impact of Age Diversity on Organizational Identification: A Study of HR Practices and Perceived Age Discrimination Climate

This study explores how age diversity influences organizational identification, emphasizing the role of HR practices and the perceived age discrimination climate in Polish enterprises. Background: Anchored in social identity and social categorization theories, the study posits that observable age diversity may trigger workplace conflicts over resources and power, potentially heightening perceptions of discrimination and lowering employee satisfaction. Methods: Quantitative data were gathered from 30 Polish organizations with more than 50 employees. The sample, comprising HR managers and employees, was analyzed using linear regression and mediation analysis. Results: The findings reveal that HR practices promoting age diversity have a significant positive effect on organizational identification, with effective diversity management reducing perceived discrimination and enhancing employee satisfaction. Conclusions: This study concludes that inclusive HR practices are vital for integrating diverse age groups and ensuring equitable opportunities within the workplace. Future research should investigate the long-term organizational and employee outcomes of age-inclusive HR strategies.

Impact of organizational diversity on safety culture and performance in PT. UVW Indonesia

Purpose: This study examined the influence of organizational diversity on safety culture and performance in PT. UVW is a global chemical company based in Indonesia. Utilizing the Cultural Intelligence (CQ) framework, Social Identity Theory, and Resource-Based View (RBV), this study investigates how different employee backgrounds affect safety outcomes. Method: By employing an approach that integrates qualitative interviews with quantitative KPI analysis, this study demonstrates that diversity improves safety culture through various perspectives and innovative solutions. Nonetheless, to maximize these benefits, it is essential to address challenges, such as communication barriers and conflicts. Result: The findings highlight that effective diversity management, inclusive communication, comprehensive training, and strong leadership within a diverse organizational demography of gender, age, work tenure, and educational background are vital for cultivating a positive safety culture. The research emphasizes that when strategically managed, organizational diversity can be a significant asset, enhancing safety performance and creating a safer and more efficient workplace. This research offers practical insights for multinational companies seeking to leverage diversity while overcoming the associated challenges to boost safety culture and performance.

Polysubjectivity as a Factor of Social Development in the Context of Dialogization and Differentiation of Center–Region Relations in the Federal State

The article explores the phenomenon of polysubjectivity as a factor of social development from the perspective of post-non-classical scientific methodology. The author proposes conceptualizing polysubjectivity (multiple subjectivity) as a category describing the multifaceted nature, diversity, and dynamics of the social environment. This environment is formed through the dialogue of managed subjects who are bearers of diverse value-goal structures, possess certain resources, and are interconnected with other subjects of social action. Attention is drawn to the dual nature of poly-subjectivity. On one hand, it is viewed as the subjectivity of multiple individuals and social groups united within a localized social environment, for example, in the context of interactions between government and business, authorities and the population, or the federal center and regions. On the other hand, polysubjectivity is interpreted as the multifaceted and plural subjectivity of an individual. The author draws upon the methodology for analyzing sociocultural modernization of regions (N.I. Lapin), the activity-structural paradigm (A.V. Tikhonov), concepts of mediation and sociocultural dialogue (A.S. Akhiezer, A.P. Davydov), and the subject-oriented approach in social systems management (V.E. Lepskiy). Special attention is given to the role of the polysubjective approach in the context of differentiation among Russian regions and the implementation of their socio-economic development strategies. The article argues that the objective complexity of the Russian Federation's regional composition and the unevenness of modernization necessitate a polysubjective approach to structuring relations between the center and regions. Invoking W.R. Ashby’s law of requisite variety, it is demonstrated that effective management of regional system diversity requires a corresponding diversity of management approaches at the central level. Barriers to the formation of polysubjectivity are analyzed, particularly the absence of genuine dialogue between the center and regions. The conclusion posits that polysubjectivity can serve as a key characteristic of a certain stage in the institutionalization of post-industrial type management and as a form of interaction that ensures an adequate measure of collaboration among representatives of government, business, science, and various communities.

Impact of Language Diversity on the Secondary School Learning Process in Nyamagana District, Tanzania

This qualitative study, conducted in Nyamagana District, Tanzania, aimed to comprehensively explore the impact of linguistic diversity on the learning process within secondary education. Employing interviews, classroom observations and a literature review, the study investigated the multifaceted nature of linguistic diversity, revealing communication barriers that hindered students’ comprehension and participation. Teachers employed diverse strategies, including bilingual instruction and visual aids, to address these challenges. Recommendations included the development of language support programs and investments in teacher development for the effective management of linguistic diversity, fostering equitable and inclusive learning environments. The study contributed crucial insights for stakeholders committed to creating culturally rich and inclusive educational settings in Nyamagana District's secondary schools.

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.

Diversity management and firms’ internationalization: Evidence from French SMEs

Although internationalizing small- and medium-sized enterprises (SMEs) are heterogenous as a population, they face similar resource constraints, such that resource management is central to their internationalization efforts. However, the management of diversity, as a specific resource, remains insufficiently studied. Building on resource-based theory, this article explores how SME managers assign value to diversity and implement diversity management across various types of internationalizing SMEs. The multiple-case qualitative study, involving 14 SMEs that represent traditional internationalizers, early internationalizing firms, and born-again globals, reveals that diversity is valued and managed differently by different categories of internationalizing SMEs. For early internationalizing firms, within-type heterogeneity is stronger than between-type heterogeneity. Furthermore, SMEs may value resource diversity as instrumental, terminal, or even destructive, which influences how they manage it. In presenting ideas for the effective strategic management of diversity, as displayed by some SMEs, this article contributes to research on SMEs’ internationalization and diversity management.

FOSTERING INCLUSIVE EXCELLENCE: STRATEGIES FOR EFFECTIVE DIVERSITY MANAGEMENT IN SCHOOLS

This article emphasizes the benefits of effective diversity management in schools, highlighting how it contributes to positive intergroup relations, reduced incidents of bullying and discrimination, and improved student engagement and achievement. By creating inclusive learning environments, schools prepare students for the diverse and globalized world they will encounter beyond the classroom. To achieve effective diversity management, the article suggests several strategies. First, it emphasizes the importance of engaging families and communities from diverse backgrounds by collaborating with parents and guardians and partnering with community organizations and resources. These collaborative efforts build strong home-school partnerships, facilitate cultural understanding, and provide valuable support to meet diverse needs. The article also emphasizes the significance of hosting diversity events and celebrations that showcase different cultures and identities. These events offer opportunities for learning, appreciation, and intercultural dialogue. Additionally, workshops and seminars on diversity-related topics promote understanding and inclusive practices among students, families, and community members.

Mind the Gap: Analyzing Discrepancies between Diversity Management Best Practices and Real-World Implementation

Purpose: Diversity management plays a crucial role in the growth and success of organizations. This paper aims to explore the concept of diversity, its various types, associated benefits, relevant theories, and its implications worldwide. Additionally, it examines the existing gap between expectations and reality in implementing best practices for diversity management Methodology: To provide a comprehensive understanding, this study conducts a thorough review of quantitative and qualitative research, as well as theoretical studies published in renowned journals. The researchers extensively analyze research articles, management books, newspaper articles, and constitutional documents from different countries, adhering to established search inclusion criteria. Findings: The paper emphasizes the significance of effective diversity management and delves into the vast disparity between the conceptualization of diversity and its practical implementation. It also highlights that the theories surrounding diversity may not be fully realized when put into practice, potentially hindering the desired outcomes. Furthermore, the study uncovers numerous loopholes in the global understanding, examination, and implementation of diversity, even within constitutional frameworks. This study contributes to the field of contemporary management by shedding light on the Diversity Management. It significantly enhances our knowledge of diversity and the factors that influence its effective management, offering valuable insights for organizations seeking to foster inclusivity and leverage the benefits of diverse workforces. Key Words: Diversity, Management, Organizational performance, Inclusion, Change.

Managing Religious Diversity in the Private Sphere in Post-Secular Societies: Lessons from Business and Human Rights

This article discusses managing religious diversity in post-secular societies by drawing lessons from business and human rights. Managing religious diversity has been traditionally played out in the realms of the state. A state’s primary obligation is to respect and protect religious diversity in its society. This article looks beyond the state by arguing that managing diversity is a two-way street. It submits that business and human rights standards are benchmarks by which state and corporations’ effective management of religious diversity should be measured and supervised. This article argues that business and human rights standards, such as the United Nations Guiding Principles on Business and Human Rights, establish the obligations of business and other private actors, such as religious communities, to respect and protect human rights in private relations. Businesses carry negative and positive obligations to employ a human-rights-based approach to managing religious diversity in their business operations. Religious communities, for their part, have to manage religious diversity to the extent their autonomy and self-governance allow for it. Equipped with this knowledge, this article concludes that business and human standards, including the United Nations Guiding Principles, represent the standards that business and religious communities should comply with in managing religious diversity in private relationships.

Making sense of cultural diversity’s complexity: Addressing an emerging challenge for leadership

The growing complexity of cultural diversity within organizations’ workforce today requires leadership to find new organizational approaches to diversity management. Today’s workforce are seeking a different management approach where the staff experience inclusion and belonging whilst contributing to the organization’s purpose. The current organizational approaches to diversity management have not been successful in delivering on the promised outcomes (e.g., creativity and innovation) that leadership seeks. Leadership’s role is critical to developing organizational approaches to diversity management. Cultural inclusion offers leadership today’s approach of managing for inclusion. This paper proposes a conceptual framework that looks at leadership’s role in their organization’s diversity management approach. We identify three dimensions in our conceptual framework that influence leadership in their effort’s for effective diversity management: leadership’s accountability for diversity management; leadership’s approach to diversity management; and leadership’s focus of diversity management. This conceptual framework allows the leadership of organizations to identify their current diversity management approaches by mapping leadership position’s position with the three dimensions to identify leadership’s role in managing their culturally diverse organizations.

Strategic Diversity and Organisational Resilience among Small and Medium-sized Enterprises in Lagos State

This study delves into the relationship between strategic diversity and organisational resilience among Small and Medium-sized Enterprises (SMEs) operating in Lagos State, Nigeria. SMEs are pivotal drivers of economic development, particularly in regions like Lagos State, where they contribute significantly to economic growth and employment opportunities. Resilience, the ability to weather disruptions and adapt swiftly, is paramount for SMEs facing a dynamic and often challenging business environment. Strategic diversity, encompassing various approaches and tactics, emerges as a crucial factor influencing resilience. Despite the importance of this relationship, there is a notable research gap regarding Lagos State SMEs. This study, based on a sample of 500 individuals from diverse SME sectors, employs a structured questionnaire to gather primary data. Findings reveal a robust and positive correlation between strategic diversity and organisational resilience, signifying the significance of strategic planning for SMEs. This aligns with previous research emphasising the role of long-term strategic diversity planning in achieving SME growth and success. The study underscores the importance of effective diversity management, including demographic, cultural, educational, functional, cognitive, experience, and innovation diversity. Overall, it provides valuable insights for policymakers, entrepreneurs, and stakeholders aiming to enhance SMEs resilience, thus driving economic growth and employment opportunities in Lagos State.

Development of the Diversity Concept for the Construction Sector: A Bibliometric Analysis

The significance of a diverse workforce in organizations has been increasingly recognized over the past two decades due to its substantial impact on both organizational and employee performance. This study conducted a bibliometric analysis of research articles on workforce diversity in the construction sector using the Scopus and Web of Science databases. A total of 197 articles were included in the review, revealing a marked increase in research on diversity in the construction industry, with 147 articles published between 2011–2023 compared to 50 articles between 2000–2010. The University of New South Wales emerged as the most productive institution with eleven articles, followed by Loughborough University with eight articles and Universidad De Sevilla with seven articles. This study found that 459 authors contributed to the production of 197 articles. This study underscores the critical importance of diversity in the construction sector and calls for further research to devise effective diversity management strategies. It contributes to the literature by being the first bibliometric review of its kind in this sector, offering valuable insights for researchers, policymakers, and industry practitioners. It enhances our understanding of the existing literature and helps identify potential avenues for future research. This original contribution to the field is expected to stimulate further scholarly discourse and practical advancements in managing workforce diversity in the construction industry.

MANAGING WORKFORCE DIVERSITY AND THE QUEST FOR ETHICAL LEADERSHIP

This study proposes a framework for analyzing and understanding the relationship between ethical leadership and the management of workforce diversity. Using meta-synthesis as a methodological approach, the study examines the current research stream in workforce and workplace diversity. Second, the concept of ethical leadership is examined, including the conditions for its applicability and possibility in creating leader-follower relationship. It is argued here that our understanding of diversity and all of its ramifications are products of our ethical and cultural conditioning. A review of the ontological nature of ethical leadership indicates how organizational leaders function as role models and how members of the organization identify themselves with the organization ideal as embodied in the leader’s ideal. Further, we explain how the actions of organizational leaders as parental figures and role models are capable of altering followers’ perception of their individualities and their realities. We argue that organizational leaders can and should use their power of influence (as role models) to make their followers recognize the inherent advantages and challenges of a diverse workforce and workplace. We point out that the inability of our leaders to manage the diversity in our society and institutions poses a serious threat to the nation’s security. On this basis, we suggest that ethical leadership seems to be an appropriate form of leadership behavior for managing a diverse workforce capable of achieving the goals of an organization. Finally, five ethical leadership approaches for creating and sustaining effective management of workforce diversity are suggested.
 Keywords: Workforce Diversity, Ethical Leadership, Ethical Climate, Cultural Orientations.

SNP panel for evaluation of genetic variability and relationship in roe deer (Capreolus capreolus).

Blood samples from forty-six roe deer ( Capreolus capreolus) acquired during officially approved hunting in six hunting divisions throughout Poland were used to isolate the genomic DNA. All individuals were genotyped by MD_Bovine BeadChip (Illumina) for 46.750 Single Nucleotide Polymorphism (SNP) markers. SNPs of inappropriate clusters, with a marker call rate lower than 90% and with a minor allele frequency (MAF) lower than 0.01, located on sex chromosomes and mitochondrial DNA, were removed. Altogether, 21.033 SNP markers were included for further analysis. Observed and expected heterozygosity amounted to 0.098 and 0.119, respectively. Among 21.033 markers, a panel of 148 SNPs were selected for relationship analysis. They were unlinked and had a MAF higher than 0.2. This set of SNPs showed a probability of parentage exclusion of 1.29x10 -6 and 2.37x10 -19 for one, and two known parents, respectively. The probability of identity was estimated at 1.8x10 -40. The probabilities obtained in this study are sufficient for the monitoring and effective management of the genetic diversity of roe deer in Poland and is a cost-effective complementary tool for forensic applications.

Headteachers and Inclusion: Setting the Tone for an Inclusive School

Inclusion is an unavoidable dimension of education and the school’s mission. Educational organisations must therefore seek approaches and practices that materialise in the effective management of diversity, equity and inclusion, since these are conditions for the involvement of the whole community to achieve the goals of education for all. This study sought to answer (i) How do school leaders conceptualize equity and inclusion? (ii) What guidance and administrative procedures do headteachers use to facilitate inclusion? (iii) What characterises their practices concerning leadership for equity and inclusion? The empirical focus of the research was a set of school principals of Portuguese public schools, where a qualitative methodology was used, namely the interview survey technique. The sample gathered 11 interviewees. The results show that, although from an ideological point of view, headteachers have a broad conception of inclusive education, from an operational point of view, the evidence shows the implementation of normative practices. The data point to a reproduction of Portuguese policies and their priorities, showing a leadership engaged in targets, outcomes and performance indicators. The conclusions of the article point to the need to explore new possibilities for understanding inclusion and leadership, and these understandings may impact the school’s transformation toward successful inclusion.

Diversity Management and Organizational Performance in Pakistan

Purpose The main purpose of research is to examine the relationships between diversity management and organizational performance along with the fostering role of leadership dimensions. Methodology Diversity management practices have been measured using the EPDMP scale on a sample of 514 employees from organizations across Pakistan and data were collected from employees of universities. The PLS-SEM was used as the main technique for data analysis. Findings Results show that higher workforce diversity does not automatically produce inclusive climate-specific diversity inclusive leadership dimensions are required to support diversity environment where employees feel valued and appreciated. Further, the results confirm that the diversity-inclusive leadership dimensions moderate the relationship between diversity management and organizational performance. Conclusions The study concluded that diversity management has a positive and significant direct impact on organizational performance. Therefore, policymakers need to devise human resource statutes, rules, regulations, policies, and practices that promote a heterogeneous workforce in organizations and offer equal opportunities to all employees unrestricted by individual employee identities such as gender, race, ethnicity, education, religion, function, and abilities. Practical implications The findings are very helpful for HR managers for effective diversity management to enhance their organizational performance. Originality/value: The study explains the association of diversity management practices and organizational performance and moderating role of diversity leadership dimensions.

Legacy effects of historical woodland changes on contemporary plant functional composition

Considering the legacy of plant functional composition can help assess ecosystem functions and ecosystem services across different spatial scales under land cover changes. Woody plants likely respond to natural and anthropogenic perturbations due to historical events (e.g., agricultural development), thus contemporary plant functional composition may be explained by historical woodland change, a type of land cover change. We propose that historical woodland changes may have legacy effects on contemporary plant functional composition. Here, we used partial least squares regression and linear mixed model analyses to test this assumption by coupling data on community weighted means (CWM) and community weighted variance (CWV) of vegetation plots and calculating the time of woodland existence across different periods from AD 0 to 2017. We found that the legacy effects of historical land cover changes on CWM and CWV during the existence time of woodland, particularly from AD 0 to 900, were drivers of contemporary plant functional composition at large spatial scales. Furthermore, historical woodland changes can affect contemporary plant functional composition, depending on the biome type. Particularly, the CWM of plant height, seed mass, and seed length showed the strongest correlations with woodland changes from AD 1910 to 2010 in tropics with year-round rain, and the CWM of leaf traits correlated with woodland changes from AD 0 to 1700 in tropics with summer rain. Our study provides the effective evidence on the legacy of historical woodland changes and the effects on contemporary plant functional composition, which is crucial with respect to effective management of plant diversity and assessing ecosystem functions and services from local to global scales over time.

Problems in Implementing Adequate Equal Employment Opportunity Laws and Diversity Management in Organizations

Organizations need to be effective and timely manage diversity. Efficient diversity management within organizations helps them to build a satisfied and happy workforce that feels safe at the workplace. A happy workforce translates into higher revenues through satisfied and loyal customers. Equal Employment Opportunity is a means to achieve effective diversity management within organizations. However, there is a gap in the literature in providing a roadmap for an organization to build a strong employee base. Therefore, this paper examines the literature and tries to identify critical issues in implementing adequate EEO law and diversity management. This paper concludes with recommendations for organizations to implement adequate EEO laws for a better work environment, which results in higher revenue generation, greater brand image, and customer satisfaction.

Leading to Diversity Management: Case of Community School Head-Teacher's Style in Nepal

This study aimed to explore the leadership style of head teacher for the effective diversity management and investigate underlying assumption for respecting difference when act in diversity management the theoretical foundation for this underlying study was constructivist/interpretive the research method adopted for this study was qualitative along with hermeneutics phenomenology. Purposively, four head teachers from rural community schools of Dhankuta District were selected as participant. The participant head teacher were leading schools containing more than four diversities such as age, caste, gender, ethnicity. Profound interview was taken via interview guidelines from the participants based upon the experience in leadership style. Data analysis revealed with the themes of collaboration from the in depth interview and observing an activity of head teacher and services. From the interview protocol the responses had been transcribed and themes were organized to obtain main theme. The major results had been deduced from the main theme. Respect to culture, treating with caste and gender, minorities' advocacy and disability management were the prominent leadership strategies for the succession of school leadership. These strategies are more supportive to diversity management and valuable to conceive as appropriate styles for head teacher to his successful tenure.

The impact of the Diversity Charter on the corporate culture development

The Diversity Charter is a tool that allows adapting organizational culture to diversity and at the same time helps to create conditions for its development and management. The article aims to specify the benefits for the company from the use of the Diversity Charter and outline suggestions for changing the organizational culture on the basis of the Diversity Charter. The article argues that the organization has a culture that can be manipulated or managed as a strategic resource. Management that notices and values differences must adapt organizational culture to diversity. It means the need for planned evolutionary changes in organizational culture. The article shows that the concept of organizational culture of quality is a complement and, at the same time, the development of an integrated view of organizational culture. Quality culture is an organizational culture that has the ability to maintain a balance between openness (flexibility) of the system to various values contributed by its members and closedness (invariability) associated with the principles of quality management. The organizational culture is suggested to be changed by implementing the following principles of quality management (TQM): leadership, customer focus, continuous improvement, universal participation, and feedback analysis. After making appropriate adjustments, this procedure can be used for other strategic changes, including those aimed at adjusting the organizational culture for diversity. Diversity management is one of the key resources of the organization, which contributes to its development and achievement of business goals. Effective diversity management is a well-thought-out and well-implemented strategy. The procedure of changing the organizational culture on the basis of the Diversity Charter includes the following stages: focusing on diversity policy, determining the desired form of organizational culture in terms of its adaptation to diversity, diagnosing actual culture, analyzing discrepancies between postulated and diagnosed organizational culture, control over changes in organizational culture. The mechanism of realization of each stage is offered.