Workplace Diversity Research Articles

Veteran Contempt for Civilian Communication Scale: Development and Validation

This paper reports on the development and validation of a communication measure designed to assess how military veterans feel toward civilian communication. Specifically, we theorize that some veterans experience a mild negative moral emotion (i.e., contempt) toward civilians’ communication habits. The emotion is likely a consequence of intense professional socialization and membership in a totalistic organization. Veterans who served in the military since September 11, 2001 ( N = 215) responded to items, which were factor analyzed. Then, in a second study, the scale was validated using another sample of post-9/11 veterans ( N = 466). Together, these studies contribute an original communication measure that could help identify whether a veteran will have difficulty reintegrating into civilian work life. The scale could be useful in developing interventions to aid veterans in successful reintegration. Ultimately, the measure holds the potential to promote workplace diversity through the successful inclusion of more veterans in the workforce.

Trends and Strategies for Diversity in the Global Inclusive Workplace

Trends and Strategies for Diversity in the Global Inclusive Workplace

Workplace Diversity and its effects on team dynamics and productivity

This essay examines workplace diversity, focusing on the recently discussed growing challenges. In light of the demographic differences among employees in terms of age, gender, race, ethnicity, and culture that typically influence productivity and business performance, such a diverse or heterogeneous work environment is largely a result of trade liberalisation and globalisation, which enable productive factor inputs to travel freely between countries. The inclusion of workforce diversity comes with some benefits, such as the formation of a collaborative and team-based learning environment, better productivity, and higher profits. It is important to be aware that there are certain new problems with workforce diversity, such as a multicultural work environment, a vast talent pool that may be leveraged for innovation and creation, inter-functional coordination, complexity, and workplace discrimination. Globalisation, migration, the ageing population, outsourcing, women's employment, etc. all contribute to these problems. An organisation should have a framework for managing workplace diversity; this will allow for the best resource allocation to build a multicultural workforce that is engaged and productive. Keywords: Workplace Diversity, Discrimination, Globalization, Multicultural, Inter-functional, Team Participation

White DEI professionals' perception of their contribution to advancing workplace diversity, equity and inclusion: leveraging and decentering whiteness

PurposeThis research applies social identity theory (SIT) to examine how White diversity, equity, and inclusion (DEI) professionals perceive their role and contributions to advancing workplace DEI.Design/methodology/approachInterpretative phenomenological analysis (IPA) was used to structure and guide the study, and data were collected from interviews with 16 White DEI professionals.FindingsThe SIT concept of social categorization was selected as a framework to discuss the findings, which were divided into two sections: in-group identity and out-group identity. The participants' in-group identities demonstrated how the participants leveraged the participants' Whiteness to grant the participants the influence and agency to perform DEI work. The participant's out-group identities revealed how the participants attempted to decenter the participants' Whiteness and unpack insecurities related to the participants' White identity and DEI contributions. Each of these findings has been associated with a specific role: leader, beneficiary, ally and pathfinder.Practical implicationsThe practical implications of this study are critically examining White DEI employees' lived experience to develop an understanding of Whiteness while holding White people accountable for DEI efforts within workplaces.Originality/valueDeeper and more honest conversations are needed to explore the phenomenon of how White DEI professionals enact and perceive the DEI contributions of the White DEI professionals. Therefore, this paper will provide further discussion on literature concerning White individuals engaged in organizational-level DEI work.

Advocacy and Management of Diversity and Inclusivity in Organizations

Our study examines the definitions of these two terms and seeks to comprehend the significance that both Diversity and Inclusion hold in workplace organizations since the old term "Diversity" has been replaced by the new term "Inclusion". In today's organizations, diversity and inclusion (D&I) are fundamental values. Miscommunication is a constant result of people using the same words but not always meaning the same thing. Is diversity management just another popular idea like teamwork, cutting costs, or re-engineering? Diversity should be of importance to organizations since it presents a new problem for them to tackle. There is little doubt that the majority of organizations have already dealt with or will eventually deal with the issue of diversity, notably in the area of personnel diversity. Understanding and valuing individual differences is the first step in managing diversity. It improves efficient management techniques by preventing prejudice and encouraging inclusivity. Even with competent management, it may be challenging for someone to work well with a varied group. The modern definition of workplace diversity is more inclusive and takes into account character, maturity, aesthetics, aptitudes, schooling, experience, etc., in addition to conventional considerations. This is in contrast to the earlier definition, which could only be used to describe representations of various ethnic, gender, and religious origins. The current emphasis on workplace diversity is on promoting originality within an organisation and understanding that every person may offer something exceptional to the company.

Study of Factors and Relationships Shaping the Inclusion Prospects for LGBT Society: A Perspective Across Middle-Sized IT Enterprises in National Capital Region

LGBT society and their employee rights and call for inclusion and embedment across the organizational ecosystem marks a revolutionary change in organizational working in IT companies in India. The need to explore the theoretical basis for the relationship between the organization and workplace-driven attributes and the respective generalization of the 'diversity management and inclusive culture' construct is rampant. There is a growing realization that inclusive, integrative, and embedded LGBT personals often lead to wholesome and seamless business performance irrespective of sexual orientation and gender complexities. This study investigates the elements and linkages that impact LGBT societal inclusion chances inside middle-sized IT firms in the National Capital Region. Organizations are becoming more conscious of the significance of fostering an inclusive workplace for all workers, including those who identify as lesbian, gay, bisexual, or transgender (LGBT). This study investigates the numerous elements that contribute to or impede LGBT inclusion, the links between these factors, and the overall prospects for LGBT persons in middle-sized IT firms. The research was conducted for seven to eight months across the chosen unit of analysis in a defined and phased manner. The research above was conducted across the time ranging from May 2021 to February 2022 across the 438 mid-career employees in permanent charge across IT organizations in North Indian perspective. The industrial locations were selected to offer coverage to the aspects that essentially determine and shape the decision-making across the industrial cities of NCR. The research observed the significant impact of identity-conscious programs, 'identity-blind programs,' 'age inclusiveness,' 'awareness,' and 'internal communications' on 'workplace diversity' and 'workplace inclusion' across the LGBT society.

Tata group and business response to disability (1951 to 1992) medical interventions, rehabilitation, and livelihood

PurposeThis paper aims to trace Tata Group’s role in responding to disability in the decades immediately following India’s independence until the preliberalization period of the Indian economy, i.e. from the 1950s to the 1990s.Design/methodology/approachThis study’s methodology entailed a historiographical approach and archival engagement at Tata Archives (Pune, India) of the company documents. Materials and records of the Tata Company between 1942 and 1992.FindingsAdopting the corporate culture lens, the study findings show that Tata Group demonstrated an active prosocial corporate approach toward disability. In a period governed by the ideology of a state-dominated developmental approach, Tata Group’s initiatives were related to medical interventions for a wide spectrum of disabilities, rehabilitation and efforts to ensure persons with disabilities (PWDS)’ livelihood.Originality/valueDisability, in the neoliberalized economic landscape of India, is an emergent business issue for companies espousing workplace diversity. The historical understanding of business engagement with disability from postindependence to liberalization in India remains, however, limited. In postindependence India, the passive business response to disability emerged within an ethical and discretionary framework, with charity and philanthropy as the main modes of engagement. In this background, this paper explores Tata’s response to disability and PWDs, which was distinct.

Productive disruptions: Supporting diversity and anti-racism in the workplace through multi-level organisational strategies

Racism in the workplace occurs at both the interpersonal and institutional level in terms of prejudiced attitudes and behaviours and avoidable and unfair differences in hiring, retention and opportunities for training and promotion. Many organisations have stated commitments to workforce diversity; however, work-related racism remains the most common forms of reported discrimination. Rather, efforts to increase workforce diversity will fail in the absence of measures to address discriminatory attitudes, behaviours, practices and cultures. Current approaches also lack strategic development, including knowledge of how to implement workforce diversity and anti-racism strategies at multiple organisational levels. Specifically, there is less understanding of measures to support structural level change. This article aims to advance both theoretical and empirical understanding of racism and anti-discrimination in the workplace. We do this by presenting a multi-level framework for understanding and addressing workplace racism. We also study the implementation of a meso-level workplace diversity and anti-discrimination assessment within two local government organisations in Australia. Findings revealed the importance of implementing strategies across multiple organisational levels and establishing accountability for commitments to diversity and anti-racism practice. Despite its structural and universal drives, we argue that racism can be disrupted through the presence of diversity in the workplace and anti-racism intervention.

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.

Creating an inclusive and diverse workplace environment: current realities and trends for improvement

Creating an inclusive and diverse workplace environment: current realities and trends for improvement

FEATURES OF DE&I: UNBIASED STRATEGIES IN THE NEW WORLD OF WORK

The article discuss the importance of implementing unbiased strategies in the workplace to promote diversity, equity, and inclusion. The article highlight the relevance of the topic in the context of the new world of work, where companies face increasing pressure to create fair and inclusive workplaces that attract and retain top talent. The article discuss the challenges associated with implementing unbiased strategies, including unconscious bias and resistance to change, and provide solutions to overcome these challenges, such as education, measurement, and cultural change. The article emphasize the benefits of implementing unbiased strategies in the workplace, including the creation of a positive and inclusive corporate culture, improved innovation and creativity, and a stronger employer brand. The article also emphasize the importance of leadership commitment in creating a culture of fairness and inclusivity. The research method used in the article is based on a literature review and expert opinion. The article draw on research studies and expert insights to support the importance of unbiased strategies in promoting diversity, equity, and inclusion in the workplace. The practical value of the article lies in its insights and recommendations for organizations seeking to create more inclusive and diverse workplaces. The article provide practical solutions for implementing unbiased strategies, such as creating diverse hiring panels, using objective evaluation criteria, and providing diversity and inclusion training. The article also highlight the benefits of implementing unbiased strategies, such as improved productivity, employee engagement, and employer brand reputation.

Influence of Altruistic Strategy on Organizational Commitment in Five Star Hotels in Kenya

This study aimed at analysing altruistic strategy influence on organizational commitment in Five Star hotels in Kenya. Labour Relations, Social Dialogue and Work-place Diversity were employed as variables to study the altruistic strategy. The study was based on Resource-Based View, Social exchange and social identity theories. The study adopted mixed research methods. The target population of the study was 216 and a sample size of 144 senior managers was drawn from 24 Five Star hotels whose selection was based on hotel clustering and simple random selection. Data was collected through a self-administered questionnaire subjected to reliability and validity tests before undertaking actual fieldwork, field data was analysed using descriptive and inferential statistics and the findings presented in form in tables and figures. The study findings revealed that altruistic strategy positively and significantly influenced organizational Commitment contributing 42.5% its variations. Labour relations ((β=0.24, P<0.05), Social dialogue (β=0.14, P<0.05) and work-place diversity (β=0.24, P<0.05) have positive and significant influence on organizational Commitment. The study recommends implementation of altruistic Strategy as an internal CSR strategic component for attracting, motivating and retaining workers in the organization. Similar studies may be undertaken to ascertain the moderating effect of firm’s age.

The Creation of Tradition and the Alteration of Social Structure by the Mystic Baul Fakir Lalon Shah

Workplace diversity has become a common phenomenon in the companies. Organisations are looking at diverse work group as a way to enhance organizational effectiveness. Despite significant promotion of diversity in organization as well as legislations on equal opportunities for women and men, it has been observed that women still remain largely underrepresented in decision making positions. In corporate world, the percentage of women and men 60% and 40% or may be 70% and 30% but when it grow to the higher level like CEO and board of directors it become approximately 85% male and 15% female or may be less than this. In 2019, the Bureau of Labour Statistics reported that women’s wages were 18 percent lower than men’s, on average. This illustrates the metaphor of Glass ceiling – vertical discrimination of women within companies It’s a special form of discrimination that can take the form of : Earning less than man who does the same job ,being treated as incompetent ,missing out on important career opportunities ,feeling isolated , not receiving promotion , getting rejected from a job .Thus ,it includes norms/stereotypes revealed through practices, actions, facts, procedures, or attitudes that are frequently not directly observable . These are subtle, invisible but persistent barriers/obstacles, underpinned by discriminatory, conscious and unconscious practices, and attitudes that hinder access to top/senior management positions for qualified women. This paper is an attempt to better understand the phenomenon of Glass ceiling by considering the various organizational, interpersonal and situational variable attributing towards creating such hindrances for qualified women. More precisely, by considering one of of the most prominent theories of Motivation i.e Herzberg Two factor theory; the paper tries to find out the association between gender and Hygiene factor and Motivator as well.

Examining the Diversity of Corporate America and the Federal Government: A Comparison of Selected Sectors

Managing diversity has become a fundamental priority of leading U.S. firms. Management of modern businesses must address the issue of employee diversity. Concomitantly, managing rising diversity demands greater consideration in governmental, corporate, and nonprofit enterprises. The researchers explore the effects of diversity and diversity management on employee views of organizational performance in U.S. federal agencies by establishing measures of three variables: diversity, workplace diversity, and perceived performance of the organization. Despite the fact that the motivations and practices of diverse companies are similar to those described in the best-practices industry, following these guidelines may not guarantee that a company will reach a high degree of diversity. A firm's level of diversity may be influenced as much by contextual factors like its industry affiliation and company size as by strategic factors. However, racial diversity does correlate favorably with organizational performance when tempered by diversity practices and group performance. Diverse perspectives on gender and age and the connections between these factors and other environmental factors lead to inconsistencies.

Experts, activists, and girl bosses of the nuclear apocalypse: feminisms in security discourse

Having long been regarded as irrelevant to the high politics of foreign affairs, feminism and gender equality have in recent years gained increased attention in international security debates, including discussions about nuclear weapons policy. Several governments have adopted official feminist foreign policy postures, international security institutions have launched inquiries into gender equity and representation, and a myriad of security actors have enthusiastically embraced the language of women’s empowerment. Mapping the various modes of purported feminist practice on display in the nuclear policy field, we find that being “pro women” has become a sought-after rhetorical asset on both sides of the nuclear weapons debate. Reflecting wider trends in the corporate world, constituents of the nuclear weapons industry have increasingly embraced liberal feminist language and workplace diversity goals. These practices, we suggest, have helped challenge the perception of the nuclear industry as overly masculine, aiding recruitment to, and overall political legitimation of, the nuclear weapons enterprise. This development is significant because it functions to undercut the association between feminism and opposition to nuclear weapons, thus complicating efforts to advance arms control and disarmament through feminist interventions.

What’s Missing? Evaluating a University Library Collection for Workplace Diversity, Equity, and Inclusion Using WorldCat

The areas of diversity, equity, and inclusion (DEI) have become increasingly important in recent years within businesses, colleges, and libraries. In response to this development, this article reports on an assessment of the workplace DEI coverage in an academic library monograph collection. A sample of books on the topic, retrieved through a WorldCat search, was analyzed and compared with the library’s holdings. The authors discovered gaps in the library’s workplace DEI coverage and identified contributing factors. The authors selected and reviewed great books on DEI in the workplace to add to the library’s collection and recommend to students and faculty.

Work as an arena for health-Supervisors' experiences with attending to employees' sick leave and return-to-work process.

Supervisors play a pivotal role in the sick leave process. Although responsibility for sick leave and return to work follow-up is increasingly placed on the workplace in Norway, few studies have explored supervisors' experiences. This study aims to explore supervisors´ experiences with attending to employees' sick leave and return to work process. This study consists of individual interviews with 11 supervisors from diverse workplaces that was analysed thematically. The supervisors emphasised the value of presence at the workplace, the need for them to obtain information and uphold dialogue, considering individual and environmental influences on return-to-work and allocating responsibility. Investing time and money was crucial to prevent or reduce the negative impact of sick leave. The supervisors' perception of attending to sick leave and return-to-work largely reflect Norwegian legislation. However, they find obtaining information and managing responsibility challenging, suggesting that their responsibilities for return-to-work are perhaps disproportionate to their knowledge on attending this process. Individualised support and guidance on how to develop accommodations based on the employee´s workability should be made available. The reciprocal nature of follow-up described also reveals how the return-to-work process is enmeshed with (inter)personal considerations possibly resulting in unequal treatment.

Barriers and enabling factors for workplace integration of internationally qualified nurses: A qualitative study of perceptions of German nurses.

Examine perceptions of nurses who obtained a recognised nursing qualification in Germany about the integration of internationally qualified nurses (IQN) in the German nursing workforce. Qualitative interview study. Semi-structured interviews with 21 state-qualified nurses who had graduated from a German nursing program were conducted either face-to-face or by telephone. Nurses were selected using the purposive sampling method. Additionally, to reach a sufficient sample size, snowball sampling was applied. Each interview was pseudonymized and transcribed. Transcripts were coded according to Qualitative Content Analysis with data structured into themes and sub-themes. The study was reported according to the Consolidated Criteria for Reporting Qualitative Studies (COREQ) checklist for qualitative research. Two main themes including sub-themes were identified: (a) Enabling Factors to Workplace Integration: motivated nursing team, structured orientation program, support by a preceptor, additional practical skills and specific language training and (b) Barriers to Workplace Integration: lack of language proficiency, cultural differences, othering and racism/discrimination. The findings of the study suggest that working in a diverse workplace can be challenging, it is therefore important for successful integration to recognise not only the experiences of IQN but also the perceptions of nurses who work with internationally qualified peers. No patient or public contribution. The study has been prospectively registered (27 June 2019) at the German Clinical Trial Register (REDACTED).

Linkage between hiring and retention of diverse workforce, affective commitment and counterproductive work behavior

PurposeThe social exchange theory (SET) and the principle of reciprocity advocate the give and take relationship between counterparts. Perceived justice and fairness engage employees in pro-organizational behavior, while perceived injustice or biases invoke anti-organizational behavior. On similar grounds, the current research aims to find the relationship between employee perception regarding “hiring and retention of diverse employees (HRDE),” “affective commitment,” and “counterproductive work behavior (CWB).” Furthermore, assessing differences in the perception of age diversity concerning studied variables.Design/methodology/approachThe data for the current study were collected from various private organizations in India with a sample size (n = 457). The data were further analyzed using factor analysis, regression analysis and analysis of variance.FindingsUnlike previous research, the findings suggested a positive effect of the variable “hiring and retention of the diverse workforce” on both “affective commitment” and “CWB.” Interestingly, “affective commitment” also indicated a positive relationship with CWB. Further, various age groups showed differences in the perception of “affective commitment” and not “HRDE” and “CWB”.Originality/valueThe findings of the study not only focus on the brighter side of becoming a more diverse workplace (i.e. higher affective commitment) but also highlights the side effects (i.e. CWB) aiding management to be mindful for effective, sustainable management and creation of psychological safe work environment for all.

Personality diversity in the workplace: A systematic literature review on introversion

Up to half of the population have introverted personalities. Workplace diversity can lead to increased productivity, creativity and problem-solving. Understanding introversion in relation to workplace performance and creativity and how to encourage inclusion of introverts would benefit employers and employees. We describe the evidence defining and evaluating introversion, prevalence of introversion across groups, and strategies for promoting workplace inclusion of introverts. We searched MEDLINE®, Embase, and PsycINFO up to February 11, 2021. Of 2,724 records, 21 studies were included. Introversion definitions were generally negative and dated. Robust prevalence data were unavailable, and no studies aimed to test strategies for promoting workplace inclusion of introversion. Nevertheless, literature suggests that employees who identify with modern definitions of introversion may benefit from individualized workplace strategies such as flexible working environments, work/home-life boundaries, varied team composition, provision of social support, and relaxation training. Further empirical studies in the industrial setting with robust designs using modernized personality definitions are warranted to support the development of effective strategies to increase inclusion of different personalities in the workplace.