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2000, SSRN Electronic Journal
AI
The paper explores the limitations of traditional family-friendly workplace policies at Xerox Corporation in promoting gender equity, advocating for a systemic overhaul of organizational norms and structures. It emphasizes the importance of reframing workplace policies to consider broader organizational practices rather than just individual accommodations. The authors argue for a collaborative redesign of work that integrates personal life considerations, highlighting the potential benefits of such an approach for all employees.
L egislation in the 1970s, supported by organisational developments in the 1980s, brought considerable changes to the ways in which women and ethnic minorities were treated in the workplace. The legislation for the first time provided a legal redress against separate pay scales for men and women and the exclusion of people from particular occupations on the basis of their gender or ethnicity. There remains widespread public commitment to this form of equality, at least as judged by attitude surveys. Equal treatment principles enshrined in anti-discrimination laws have been supported at the organisational level by formal equal opportunities policies which detail procedural approaches intended to translate equality objectives into management practices. As a result there is now much greater understanding by managers of equality issues and how discrimination occurs and should be prevented. But we also know that such policies and procedures are not always followed in practice. Reports of industrial tribunal cases continue to provide evidence of managers making clear that they consider certain jobs to be unsuitable for women, and of employees ostracising fellow workers on the basis of different ethnicity. These things happen in organisations which appear at a formal level to have exemplary policies. Indeed studies have shown that such occurrences are not due simply to misunderstandings or limitations of the policies but also to deliberate avoidance or distortion by managers .
University of Florida …, 2002
... According to Roosevelt (2001), managing diversity is a comprehensive process for creating a work ... Managers must also understand that fairness is not necessarily equality. ... Managing diversity is about more than equal employment opportunity and affirmative action (Losyk, 1996 ...
`Equality, Diversity and Inclusion at Work, edited by Mustafa F. Ozbilgin is a fascinating and useful collection of articles that cover varied perspectives on this thriving topic. Theoretical issues and policy problems, equal opportunity and diversity management, sociological and psychological approaches, history and present management and trade union efforts, and much more are all covered. I particularly appreciated the inclusion of several articles on men, masculinities, equality and diversity, a refreshing recognition of the importance of men and masculinities in the success or failure of equality and diversity efforts. Although the collection covers the UK in the most detail, chapters on the US, Germany, South Africa, and Japan provide a multinational perspective. It's the kind of book I'd like to have at hand when I'm writing about organizations, gender, equality and diversity.' - Joan Acker, University of Oregon, US With over thirty chapters, this book offers a truly interdisciplinary collection of original contributions that are likely to influence theorization in the field of equality, diversity and inclusion at work. Many chapters in the book offer comparative perspectives through cross-national and multi-level analyses. The volume adopts a critical perspective as it focuses on relations of power in exploring equality, diversity and inclusion at work. Specifically, the authors examine areas such as cultural conflict, gender inequity and politics, work-life balance, affirmative action, trade unions and diversity and diversity interventions and change. This timely book with chapters that are contributed by internationally eminent scholars provides an invaluable resource for researchers, policy makers and students in this field.
Inequality and Organizational Practice, 2019
RePEc: Research Papers in Economics, 1998
Current Opinion in Psychology, 2016
This contribution explains that minority and majority employees have a different perspective on workplace diversity. Expecting minority employees to fit in can undermine the added value of a diverse workforce. Neglecting the needs of majority employees causes resistance to change. Leaders who succeed in making all workers feel included and valued, contribute to an organizational climate that fosters the benefits of diversity.
Cogent Business \& Management
This paper investigates the relationship of performance appraisals, sociocultural issues, affirmative action (AA), and organizational capabilities in managing diversity and equality in the workplace. Firstly, performance appraisals were found to be a major source of discrimination especially due to raters influence on the actual process. Sociocultural issues had major role as some managers went out of their way in helping their subordinates, especially in paternalistic countries, whereas some left it to workers themselves. AA was laid out to ensure that organizations meet statutory requirements but it often came down to managerial commitments. Finally, this paper found that organizations have to develop capabilities so as to encourage diversity and equality in the workplace.
European Journal of Business and Management, 2019
Diversity management is an all-inclusive work strategic intervention aimed at increasing every individual's potential to contribute to the realization of the organization's goals and objectives through exploit on individual talents and differences within a diverse workforce. Managing interpersonal relationships within a diverse workforce environment offers a number of tasks related to changes in the social, legal and economic landscape, individual expectations and values as well as the inevitable change in organizational culture. Whether or not organizations are effective in managing diversity are a function of senior managements' commitment, and the perceived centrality of diversity management by all those who populate the organisation's workspace. Above all it should be clear to all employees, irrespective of race, gender, or vocational/professional status, that each and every one of them has something of value to contribute towards the realization of the organisation's mission and goals. It is crucial to determine clear and manageable success indicators, focusing not only on compliance with legal obligations to include and/or increase the number of employees from the underrepresented and designated groups, but also on strategic intervention strategies to be used to promote and nurture individual talent and potential toward the realization of both individual aspirations and organizational goals re-quality patient outcomes.
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