scholarly journals Diversity Management in the Canadian Workplace: Towards an Antiracism Approach

2012 ◽  
Vol 2012 ◽  
pp. 1-13 ◽  
Author(s):  
Vanmala Hiranandani
Keyword(s):  
Social Justice ◽  
Systemic Change ◽  
Diversity Management ◽  
Developed Countries ◽  
Workplace Discrimination ◽  
Workforce Diversity ◽  
Business Organizations ◽  
Canadian Society ◽  
Informal Networks ◽  
Urban Markets

Most diversity management programs in Canada maintain that enhancing workforce diversity is of tremendous significance for business organizations in today’s competitive global urban markets. Since well-meaning diversity management initiatives have been largely ineffective thus far in dealing with workplace discrimination and racism in the Canadian workplace, this paper underscores the need to decenter the focus of diversity management from a business imperative to an antidiscrimination and social justice imperative. Within this latter perspective, the paper examines the strengths and limitations of the antiracism approach that has been implemented in various developed countries in recent years. The antiracism approach is an action-oriented strategy for institutional and systemic change that has at its core the interrogation of privilege, power disparities, and other forms of inequity within the organization. Drawing from the lessons of various initiatives that have utilized this approach, the present paper emphasizes the need for a nuanced antiracism approach in the multicultural Canadian society if diversity management is to attain its goal of greater inclusion of all individuals in informal networks and formal organizational programs.

Utilizing a New Human Relations Framework to Leverage Workforce Diversity

2012 ◽  
pp. 440-462 ◽  
Author(s):  
Rossella Riccò
Keyword(s):  
Corporate Social Responsibility ◽  
Organizational Commitment ◽  
Diversity Management ◽  
Developed Countries ◽  
Workforce Diversity ◽  
Human Relations ◽  
Technological Advances ◽  
Definition Of ◽  
Stakeholder Pressures ◽  
Corporate Social

In a global society, leveraging people’s diversities is one of the major challenges faced by organizations of any size in developed countries. Factors such as demographic changes, international and national anti-discrimination measures, globalization, service-economy shifts, stakeholder pressures on organizational commitment to corporate social responsibility, and technological advances are heightening the international attention paid to the increase in people’s diversities, thereby fostering discussion on their management in organizations. Since the end of the 1980s, professionals and academics have been debating how to devise efficient, effective, and equitable ways to manage workforce diversity in organizations; however, they have produced neither a shared definition of diversity management nor a general accepted assessment on the outcomes that diversity management can deliver for organizations and persons. The aim of this chapter is to expand the understanding of diversity management by systematizing it on the basis of McGregor’s new human relations framework.

Workforce Diversity on Employee Performance in the Office of the Attorney General and Department of Justice, Kenya

2019 ◽  
Vol 3 (V) ◽  
pp. 252-266
Author(s):  
Hellen Kanaiza Barang’a ◽  
Chrispen Maende
Keyword(s):  
Employee Performance ◽  
Attorney General ◽  
Diversity Management ◽  
Educational Background ◽  
Workforce Diversity ◽  
Department Of Justice ◽  
Business World ◽  
Age Diversity ◽  
And Gender ◽  
Unit Of Observation

Embracing and managing diversity in today’s business world is an essential part of successful business practices as it brings various voices to a team, improves morale and increases overall productivity. However, manager face difficulties in understanding the value of each person’s unique abilities or voice, there may arise some instances where certain employees still have conflicts. Ineffective communication of key objectives results in confusion, lack of teamwork, and low morale. In the office of the attorney general and department of justice now going through a massive influx of young workforce in both gender with diverse educational background and from different ethnic groups have brought a challenge of having different sets of values, expectations, and work styles in the work place and also understanding the other’s culture has been a heavy task on managing work force in the organization. It is due to this regard that this study sought to investigate the influence of workforce diversity on employee performance in the office of the Attorney General and Department of Justice in Nairobi City County, Kenya. The study specific objectives were to examine the influence of educational background diversity, ethnicity diversity, age diversity and gender diversity on employee performance. The theories guiding the study were the human capital theory, social identity theory, social exchange theory and social categorization theory. This study will use descriptive survey research design. The unit of observation was office of the Attorney General and Department of Justice in Nairobi City County, Kenya and the unit of observation was 5 Human Resource Managers and 50 Support Staff from HRM department. A census of 55 respondents was carried out. Primary data was collected using questionnaires. Quantitative data was analysed with the use of descriptive statistics such as mean and standard deviations and presented using tables, graphs, charts and figures. Content analysis was used to test data that was qualitative in nature or aspect of the data collected from the open ended questions. Multiple regression analysis was used to test the extent to which the variables relate to each other. The study examined that educational background diversity, ethnicity diversity, age diversity and gender had a positive and significant relationship on employee performance. The study concluded that employees with diverse educational background promote higher levels of consistency, creativity because of their unique perspectives. Ethnicity diversity management improve gains in worker welfare and efficiency, leads to reduced turnover costs, fewer internal disputes and grievances, prevention of marginalization and exclusion of categories of workers, improved social cohesion and so on. Age diversity in the workplace provides a larger spectrum of knowledge, values, and preferences. Having a diverse gender within the organization leads to a wider talent pool, encourages different points of view and approaches that come from different life experiences and the organization to challenge gender stereotypes. The study recommended that the organization should employ people of different backgrounds in education so as to improve creativity and innovation. The organizational management has responsibilities when it comes to promoting and monitoring ethnic diversity policy in the workplace. It is highly essential for the organization to find effective ways to meet the challenges of age diversity because both the old and the young employees can make tremendous contributions to the organization, in their own unique way. The organization should encourage team leaders to select diverse groups for projects to ensure the genders do not naturally separate.

Coping with Demographic Change in Job Markets: How Age Diversity Management Contributes to Organisational Performance

2015 ◽  
Vol 29 (1) ◽  
pp. 5-30 ◽  
Author(s):  
Gisela Bieling ◽  
Ruth Maria Stock ◽  
Florian Dorozalla
Keyword(s):  
Resource Dependence ◽  
Diversity Management ◽  
Developed Countries ◽  
Resource Dependence Theory ◽  
Steady Increase ◽  
Organisational Performance ◽  
Age Diversity ◽  
Dependence Theory ◽  
Demographic Shifts ◽  
Hr Managers

Demographic shifts are altering job markets in developed countries. A steady increase in the average age of employees and a decline in the number of young, qualified workers have intensified the war for talent, resulting in highly competitive and dynamic job markets. Using resource dependence theory, this study investigates how organisations respond to such challenges. An investigation of a sample of 153 German companies provides support for the hypotheses that HR managers implement age diversity management in both appraisal and compensation practices as a response to competitive job markets which, in turn, contributes to organisational performance.

scholarly journals Probing the Links between Workforce Diversity, Goal Clarity, and Employee Job Satisfaction in Public Sector Organizations

2021 ◽  
Vol 11 (3) ◽  
pp. 77
Author(s):  
Edmund C. Stazyk ◽  
Randall S. Davis ◽  
Jiaqi Liang
Keyword(s):  
Job Satisfaction ◽  
Structural Equation ◽  
Diversity Management ◽  
Organizational Outcomes ◽  
Equation Model ◽  
Workforce Diversity ◽  
Organizational Goals ◽  
Employee Job Satisfaction ◽  
Goal Clarity ◽  
Management Policies

A considerable body of research substantiating the importance of workforce diversity to public organizations has accrued over the past two decades. However, research on workforce diversity has also been narrow in scope and frequently fails to link diversity to important individual and organizational outcomes. Using data (n = 1,109,134 employees from 500 sub-agencies) collected in three waves (2010, 2011, and 2012) of the Federal Employee Viewpoint Survey (FEVS), this study examines whether (1) increased diversity influences organizational goal clarity, (2) diversity and goal clarity, in turn, influence employee job satisfaction, and (3) diversity management policies influence job satisfaction by clarifying organizational goals for workers. FEVS is administered yearly by the U.S. Office of Personnel Management (OPM) and is designed to assess whether and to what extent federal employees believe the characteristics of successful organizations are present in their agency. Results from a multi-level structural equation model (MSEM) suggest diversity is associated with greater goal clarity and that diversity management policies, by clarifying organizational goals, positively affect job satisfaction. Findings also indicate that the type of diversity matters.

Managing Work force Diversity: Key Successful factors

2021 ◽  
Vol 1 ◽  
pp. 76-86
Author(s):  
Basu Dev Lamichhane
Keyword(s):  
Organizational Change ◽  
Problem Solving ◽  
Human Resources ◽  
Work Force ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Effective Management ◽  
New Thinking ◽  
New Ideas ◽  
Diversity Effects

Human capital is an important asset for any organization. Physical and capital resource can be mobilized properly through human resources. Physical and capital resources by themselves cannot improve efficiency or contribute to increased rate of return on investment. The efficiency of capital and physical resource can be achieved through combined efforts of human resources. This paper is descriptive design. The study tackled areas of workforce diversity effects on diversity of performance of employees and how workforce diversity can be managed to the positive outcomes of an organization. Workforce diversity is combination of different caste, gender, age, attitude, religion, ability, skills, region, perception, race, sex, experience and cultural differences. It is the differences and similarities between the employees of any organization. It is the process of bringing verity of people in the same workplace. Effective management of diversity recognizes that people from different backgrounds, culture and experience can bring new ideas to the workplace. Workforce diversity leads an organization in to creativity, innovation, able to retain talent workforce, energize people and boosts them and reduced grievances. Workforce diversity promotes creativity, innovative problem solving, productivity and increase cultural diversity, increase in enterepreneural behavior and values within employees. Diversity management emphasizes on building specific skills, creating policies and drafting practices that get the best from every workers. So, diversified workforce provides various advantages to organization (i.e. creativity, change adoption, problem solving, new thinking and thought, flexible adoption to organizational change and beliefs). The study reveals that there is a positive correlation between good workforce diversity and organizational change.

Diversity in the Workplace: A Review, Synthesis, and Future Research Agenda

2019 ◽  
Vol 6 (1) ◽  
pp. 69-88 ◽  
Author(s):  
Quinetta M. Roberson
Keyword(s):  
Current Literature ◽  
Scientific Knowledge ◽  
Research Agenda ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Future Research ◽  
Future Research Agenda ◽  
Current State ◽  
Diversity In The Workplace ◽  
Theoretical Foundations

Fueled by socioeconomic trends that changed the composition of organizational workforces, the term workforce diversity was coined in the 1990s. Since then, both researchers and practitioners have strived (and struggled) to understand the concept, its effects in and on organizations, and strategies for managing such effects. In this article, I provide an overview and interpretation of the current literature to examine its purpose, progress, and direction. Highlighting key conceptualizations of the construct, theoretical foundations, and empirical findings on diversity and diversity management, I discuss the evolution and current state of the field and synthesize this information to propose a future research agenda. In doing so, I seek to identify theoretical, empirical, and practice areas of opportunity for advancing scientific knowledge about the meaning, substance, and outcomes of diversity as well as the implementation of diversity science in organizations.

Decolonizing the Colony: Challenges to Systemic Change in the American Art Museum

2021 ◽  
Vol 10 (2) ◽  
pp. 202-229
Author(s):  
Andrew Mcclellan
Keyword(s):  
Social Justice ◽  
White Supremacy ◽  
Systemic Change ◽  
American Art ◽  
Art Museum ◽  
Art Museums ◽  
The Face ◽  
Physical Spaces

This article seeks to identify impediments to, as well as opportunities for, change in American art museums in the face of demands for social justice and greater inclusivity. Focusing specifically on the representation of American art in well-established encyclopaedic museums, I argue that inherited collections and taxonomies, mapped onto the physical spaces of museums, limit the speed and degree to which aesthetic priorities, values and narratives may adapt in order to meet shifting demographics and visitor expectations. In effect, the challenge for many museums is to confront and navigate an institutionalized form of white supremacy baked into their intellectual and material foundations. I end by analysing several recent strategies that have aimed at dismantling conventions and complicating the canon.

Theoretical Frameworks and Models Supporting the Practice of Leveraging Workforce Diversity

2014 ◽  
pp. 266-283
Author(s):  
Aileen G. Zaballero ◽  
Yeonsoo Kim
Keyword(s):  
Change Management ◽  
Organization Development ◽  
Organizational Context ◽  
Diversity Management ◽  
Business Case ◽  
Workforce Diversity ◽  
Culturally Competent ◽  
Theoretical Frameworks ◽  
History Of

This chapter will include a brief description of the history of diversity; advantages of being culturally competent; paradigms/perspectives of diversity management; and a summary of the business case for diversity. In addition, theories and models of organization development and change management are further explained as a way to understand the organizational context surrounding diversity interventions.

Developing a Social Justice-Oriented Workforce Diversity Concentration in Human Relations Academic Programs

2016 ◽  
pp. 179-196 ◽  
Author(s):  
Marilyn Y. Byrd ◽  
Brenda Lloyd-Jones
Keyword(s):  
Social Justice ◽  
Service Learning ◽  
Social Stratification ◽  
Change Agent ◽  
The United States ◽  
Academic Programs ◽  
Workforce Diversity ◽  
Human Relations ◽  
Social Culture ◽  
Theoretical Rationale

There are limited human relations [HRL] programs in higher education in the United States, and even fewer that include an integrative concentration of social justice and workforce diversity. The purpose of this chapter will be, first, to identify the need for social justice and workforce diversity perspectives in HRL programs and then provide a philosophical and theoretical rationale for how an integration of these perspectives is critical to the advancement of HRL in praxis. Second, to develop students' awareness of ways that the organizational social culture operates to create social stratification and exclusion. Third, an experiential service learning component will be described as a necessary step for students to experience environments and contexts where social injustice is prevalent. The chapter will conclude with a proposal for a social justice workforce diversity certificate in HRL that recognizes professional competency and skill as a social change agent. This chapter advances the concept of organizational social justice (Byrd, 2012).

Corporate Strategy: Concepts and its Relevance in the Indian Context

1979 ◽  
Vol 4 (1) ◽  
pp. 27-38
Author(s):  
Shekhar Chaudhury
Keyword(s):  
Corporate Strategy ◽  
Field Studies ◽  
Developed Countries ◽  
Business Organizations ◽  
The West ◽  
Indian Context ◽  
The Difference ◽  
Political Milieu

Corporate strategy has become a widely used business concept in the industrially advanced countries of the West. The ideas on which this concept is based were evolved through field studies of hundreds of business organizations, mostly in the economically advanced countries. Some practitioners, considering the difference in the socio-economic and political milieu between developed countries and India, have expressed doubts about the applicability of this concept in the Indian context. This paper traces the theoretical origins of the concept of corporate strategy and illustrates with Indian examples that the concept is equally applicable in India.

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