Outcomes of an organizational diversity initiative: Diversifying trainers to diversify psychology.

This article is Part 1 of a two-part series reflecting on diversity within the Human Factors and Ergonomics Society (HFES) and how the pursuit of “authentic” diversity is essential to HFES’s overarching goals for inclusion and equity. In Part 1, authentic diversity is discussed – what it means and what it might look like. Through this lens of authentic diversity, recent member demographics are reported. Part 1 concludes with a discussion about HFES’s growth potential, as a professional home for future scholars and practitioners, and the importance of measuring, documenting, and tracking organizational diversity and inclusion efforts across time.

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Organizational diversity: making the case for contextual interpretivism

Equality Diversity and Inclusion An International Journal ◽

10.1108/edi-02-2014-0010 ◽

2015 ◽

Vol 34 (6) ◽

pp. 496-509 ◽

Cited By ~ 7

Author(s):

W. J. Greeff

Keyword(s):

Diversity Management ◽

Internal Communication ◽

Organizational Diversity ◽

New Approach ◽

Content Type ◽

Organizational Contexts ◽

Organizational Settings ◽

Managing Diversity ◽

Functional Aspects ◽

Excellence Theory

Purpose – The purpose of this paper is to make a case for contextual interpretivism in managing diversity in organizational settings, specifically in its bearing on internal communication, going against the dominating functionalistic stance of venerated and ubiquitous approaches. Design/methodology/approach – Qualitative and quantitative methodologies were employed to explore the potential of contextual interpretivism within the mining and construction industries of South Africa, due to the fecund diversity context of its employee population. Findings – This paper points to the enriched understanding that could result from following a contextual interpretivistic approach to internal communication for diversity management, and in so doing discusses the ways in which this could take hold in organizations through the application of germane theoretical assertions of revered internal organizational communication literature, specifically the excellence theory and communication satisfaction. Research limitations/implications – The main limitation to this research is the restricted generalizability of its empirical research. Further research is required for the exploration of the central premise in other organizational contexts. Practical implications – The paper provides insights into the ways in which organizations could approach its diversity management so as to speak to more than just the functional aspects thereof, and rather to the importance of nurturing an understanding of employees’ interpretation of the organization’s diversity endeavors. Originality/value – The implications of applying a new approach to diversity management in organizational settings is discussed and argued, offering an empirical application thereof, which gives way to practical, data-driven recommendations for use in organizational settings.

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A Comprehensive Model for Addressing Severe and Persistent Mental Illness on Campuses: The New Diversity Initiative

Journal of College Counseling ◽

10.1002/j.2161-1882.2005.tb00084.x ◽

2005 ◽

Vol 8 (2) ◽

pp. 172-179 ◽

Cited By ~ 8

Author(s):

James Michael Nolan ◽

Stephanie J. W. Ford ◽

Victoria E. Kress ◽

Renee I. Anderson ◽

Theresa C. Novak

Keyword(s):

Mental Illness ◽

Comprehensive Model ◽

Persistent Mental Illness ◽

Diversity Initiative

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Multicolored Blindfolds

Social Psychological and Personality Science ◽

10.1177/1948550617726830 ◽

2017 ◽

Vol 9 (7) ◽

pp. 825-834 ◽

Cited By ~ 3

Author(s):

Seval Gündemir ◽

Adam D. Galinsky

Keyword(s):

Racial Discrimination ◽

Intergroup Relations ◽

Side Effect ◽

Racial Minorities ◽

Organizational Diversity ◽

Negative Side ◽

Objective Information ◽

Negative Side Effect ◽

Multicultural Diversity

Past studies have found that multicultural approaches to diversity can reduce prejudice and stimulate positive intergroup relations. The current research explored a possible negative side effect of multiculturalism: whether organizational diversity structures geared toward multiculturalism can conceal racial discrimination and delegitimize racial discrimination claims. Three studies found that, even when objective information was indicative of discrimination, both Whites and racial minorities perceived organizations which had diversity policies emphasizing multiculturalism as more fair toward minorities. This perception of (false) fairness led individuals to perceive less racial discrimination and to view claims of racial discrimination against that organization as less legitimate. Furthermore, we found that organizational multiculturalism and externally granted diversity awards both produced a (false) fairness effect. The results suggest an irony of multicultural diversity structures: They can create a false fairness effect that conceals and delegitimizes discrimination.

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