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Managing Diversity (managing + diversity)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting80%

Selected Abstracts

The JCMS Lecture: Managing Diversity and Change in the European Union,

JCMS: JOURNAL OF COMMON MARKET STUDIES, Issue 1 2006
LOUKAS TSOUKALIS
European integration is going through difficult times. Poor economic performance and the growing feeling of insecurity among many Europeans play a major role. So does the weakening of the old political consensus. More clarity and realism about what Europe can deliver would help enormously: the Lisbon process and further enlargement are good examples. Economic liberalization also creates losers. This problem needs to be tackled at both national and European levels. [source]

Barriers to Managing Diversity in a UK Constabulary: The Role of Discourse

JOURNAL OF MANAGEMENT STUDIES, Issue 7 2002
Penny Dick
The literature on diversity management has tended to obfuscate some of the theoretical and methodological shortcomings associated with research in this area. Specifically, the literature tends to make a number of rather naïve assumptions about the experiences and aspirations of disadvantaged groups. This paper seeks to problematize the universalist and partisan tendencies that typify much of the diversity literature by focusing on the issue of ,resistance'. Using a form of discourse analysis informed by Foucauldian principles, the paper explores how ,resistance' to diversity initiatives is expressed by both ,dominant' and ,subordinated' groups in a UK police force. It is argued that ,resistance' is better thought of as a discursive resource that can be drawn upon to justify or account for one's own organizational experiences and, in turn, the need to both justify and account for one's experiences is located in broader discursive fields that reproduce dominant ideologies of liberal democracies. The theoretical implications of this position are discussed and a case is presented for more critical and theoretical approaches in the diversity management literature. [source]

Managing Diversity in U.S. Federal Agencies: Effects of Diversity and Diversity Management on Employee Perceptions of Organizational Performance

PUBLIC ADMINISTRATION REVIEW, Issue 1 2010
Sungjoo Choi
Diversity in the workplace is a central issue for contemporary organizational management. Concomitantly, managing increased diversity deserves greater concern in public, private, and nonprofit organizations. The authors address the effects of diversity and diversity management on employee perceptions of organizational performance in U.S. federal agencies by developing measures of three variables: diversity, diversity management, and perceived organizational performance. Drawing from the Central Personnel Data File and the 2004 Federal Human Capital Survey, their findings suggest that racial diversity relates negatively to organizational performance. When moderated by diversity management policies and practices and team processes, however, racial diversity correlates positively with organizational performance. Gender and age diversity and their interactions with contextual variables produce mixed results, suggesting that gender and age diversity reflect more complicated relationships. This article provides evidence for several benefits derived from effectively managing diversity. [source]

Easy to say, difficult to do: diversity management in retail

HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2005
Carley Foster
This article examines how operational managers are interpreting the management of diversity in practice. It is explicitly concerned with the way in which managing diversity was understood and applied in one large, long-established British retailing company. The findings suggest that while the business benefits attributed to diversity management are appealing to employers, it is a concept that lacks clarity for line managers both in terms of what it is and how it should be implemented within the anti-discrimination legal framework. Line managers, familiar with the value of demonstrating a common approach in their decision-making as the key means of defence against claims of discriminatory treatment, regarded a diversity management agenda concerned with recognising and responding to individual differences as more likely to lead to feelings of unfairness and claims of unequal treatment. It will be argued that, in the implementation of organisational diversity initiatives, employers need to take greater account of the tensions facing line managers, their interpretation of diversity management and perceptions of fair treatment as well as the operational context. [source]

An expanded theory of pluralistic interactions in voluntary nonprofit organizations

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 2 2007
Judith Y. Weisinger
Demographic trends suggest a more culturally diverse society, yet research focusing specifically on the management of this diversity in nonprofit organizations is at a nascent stage. Furthermore, traditional ways of conceptualizing cultural diversity in U.S. society are becoming outmoded. Thus, nonprofit managers and leaders can benefit from new ways of thinking about and managing diversity. In this article, we extend our proposed representationinteraction model of diversity in voluntaristic nonprofits (Weisinger and Salipante, 2005) by more closely examining the interaction prong of our model in order to provide a more grounded understanding of this new approach to increasing pluralism. The expanded model that we discuss here is founded on interaction processes: in-group identity and recategorization. This study enables us to transform our grounded theory into a theory of practices that leaders of voluntaristic organizations can directly apply. We present findings from a field study of a national nonprofit organization and discuss implications for practice and research. [source]