Delivering diversity: race and ethnicity in the management pipeline (original) (raw)
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The Management of Diversity: A Hierarchy of Action for White Male Managers
The Management of Diversity: A Hierarchy of Action for White Male Managers , 1983
In recent years white women and people of color have been entering the workforce in both skilled and non-skilled jobs that were previously occupied by white men. Although the workforce has changed, many organizations and managers continue to operate in the same manner they did when the workforce was dominated by white men. Some managers have recognized that continuing in this manner has led to an ineffective utilization of white women and people of color. The symptoms of this type or poor utilization are legal suits, unwanted job turnover, poor morale, inability to retain talented white women and people of color, and increased tensions between people of differing gender and race. Productivity is not being maximized in such a situation. *wm-white man, ww-white woman, mc-man of color, wc-woman of color
Beyond the Business Case for Diversity in Organizations
Employee Responsibilities and Rights Journal, 2006
Many organizations and institutions are spending extensive time, money, and resources to justify a focus on diversity. In this paper, we argue that, instead of justifying demographic diversity, the more appropriate focus is on properly managing the processes and outcomes of a diverse workforce. Demographic diversity in the workplace is a reality. In terms of both composition and sheer numbers, the workforce today is more demographically diverse than it has ever been, and there is every indication that it will be even more diverse in the future. Accordingly, this paper argues that we must go beyond the business case for diversity to effectively utilize the diversity that already exists and create a just workplace.
MINORITIES IN SENIOR LEADERSHIP Reframing the Conversation
Although a 2019 New American Economy report found that 45% of Fortune 500 companies were founded by immigrants or by their children, and many major corporations are currently led my BIPOC CEOs (including Google, Microsoft and Walgreens), the barriers that minorities and
Rethinking Diversity in Organizations and Society
The Oxford Handbook of Diversity in Organizations, 2015
The problem addressed in this chapter is whether emphasis on the ‘business case’ has gone too far, for even on its own terms there have been questions concerning the actual commercial benefits of diversity management. The concern is that if practitioner interests in anti-discrimination are reduced to the business case, then any failure to achieve commercial benefits will condemn the whole programme. Consequently, there has to be some return to the social justice arguments for managing diversity. As a way of seeking to stimulate such developments, we have conducted a literature survey of the various methodological and analytical frameworks deployed in diversity in organizations research. This is in order to search for alternatives to the reduction of ideas and interests in diversity to a single managerial preoccupation with making diversity ‘pay’, or limiting diversity practices to their potential to generate commercial benefits.
Controlling management to deliver diversity and inclusion: Prospects and limits
Human Resource Management Journal, 2020
This study explores the attempts by executives in an organisation with a strategic business case for diversity and inclusion to close the equality implementation gapbetween what is espoused and what is achieved-through greater control over managers in order to direct their actions towards pro-diversity objectives, with a specific focus on gender and ethnicity in the internal human resource development processes. Drawing on agency theory and exploring data from interviews with executives and senior managers in an exemplar case study (the UK division of a multinational professional services organisation), the study shows how increased control through mandatory diversity training, diversity targets and diversity monitoring can push managers towards making progressive steps but is ultimately constrained by the need for management discretion. The actions and counter narratives by managers reveal the limits of control and expose tensions in an approach that combines attitudinal change with behavioural control. The agency of managers means the equality implementation gap can be reduced but never completely closed.
Advanced Series in Management, 2019
Purpose-The purpose of this chapter is to provide an overview of the research presented in this edited volume. Design/Methodology-This report is based on 17 chapters, which vary in terms of research approach, design, and method, yet aims to present different country perspectives on diversity within diversity management. Findings-The chapters present new insights on how the national and macrosocial environment impacts the institutional approaches to diversity management across the world. Findings indicate the need for organizations to focus on deeplevel diversity, rather than choosing a tick-box policy on surface-level diversity. Empirical studies reveal that every institution can adopt a diversity-friendly approach in a way that best fits their structure, culture and the mentality of their top management team. Originality-The report summarizes and integrates novel insights on country perspectives and approaches on diversity management.