accounting for diversity: a global diversity perspective professor mustafa Özbilgin brunel...
Post on 23-Dec-2015
213 Views
Preview:
TRANSCRIPT
ACCOUNTING FOR DIVERSITY: A global diversity perspective
Professor Mustafa Özbilgin
Brunel University, LondonUniversite Paris-DauphineKoç University, Istanbul
Presentation at the University of Montréal2 July 2015
Twitter: @ozbilgin
Equal standards
Equal treatment
Equal outcomes
Equal representa
tion
Wh
at
is
eq
uali
ty?
Amartya Sen, Inequality Reexamined, Oxford: Oxford University Press, 1992.
Equal standards
Equal treatment
Equal outcomes
Equal representa
tion
Wh
at
is
eq
uali
ty?
Amartya Sen, Inequality Reexamined, Oxford: Oxford University Press, 1992.
Opportunities
Policies
Career processes
Verticalsegregation
Horizontal segregation
Quotas
Attitudes and behaviours
Harassment and bullying
Bias
Pay gap
Terms
Conditions
Equality – how?
Liberal change
Radical change
Transformational change
Short and long agendas of change
See: Cynthia Cockburn, 1989, Equal Opportunities: the short and long agenda, Industrial Relations Journal, 20 (3): 213-225.
Verbalism vs. activism (Freire, 1972)
Verbalism = Reflection without action
Activism = Action without reflection
Diversity Management:Recognising and valuing difference
An example of verbalism
What is global diversity management?
planning, coordinating and implementing a set of strategies, policies, initiatives, and training and development activities that seek to accommodate and leverage diverse sets of social and individual backgrounds, interests, beliefs, values and ways of work across branch networks of organisations with international, multinational, global and transnational workforces and operations (Ozbilgin and Tatli 2008)
8
Four Models of Global Diversity Management
9
Four Models of Global Diversity Management
Source: Ozbilgin 2008
10
Four Models of Global Diversity Management
Organizational
Policy Makers(TMT)
· Beliefs & attitudes
· Demographics· Cultural IQ· Prior int’l
experience · Interpersonal
relations in TMT
Organizational
Policy Makers(TMT)
· Beliefs & attitudes
· Demographics· Cultural IQ· Prior int’l
experience · Interpersonal
relations in TMT
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Performance and Innovation
· Organizational and unit performance (e.g., product or service quality; health & safety; financial indices)
· Effectiveness of cross-national teams
Performance and Innovation
· Organizational and unit performance (e.g., product or service quality; health & safety; financial indices)
· Effectiveness of cross-national teams
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Organizational
Culture· Multicultural
vs. monolithic
· Openness to change & continuous improvement
Organizational
Culture· Multicultural
vs. monolithic
· Openness to change & continuous improvement
Global Knowledge Creation & Sharing
Global Knowledge Creation & Sharing
Employee Engagement· Employees’ sense of
inclusion and being valued· Employees’ attitudes &
fairness perceptions
Employee Engagement· Employees’ sense of
inclusion and being valued· Employees’ attitudes &
fairness perceptions
Leadership & Cultural
Foundations
Global Diversity Management
Diversity-Related
Organizational Outcomes
A Process Model of Global Diversity Management
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Global Diversity Management
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Global Diversity Management
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Global Diversity Management
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Global Diversity Management
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Global Knowledge Creation & Sharing
Global Knowledge Creation & Sharing
Global Diversity Management
Diversity-Related
Organizational Outcomes
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Global Knowledge Creation & Sharing
Global Knowledge Creation & Sharing
Global Diversity Management
Diversity-Related
Organizational Outcomes
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Performance and Innovation
· Organizational and unit performance metrics (e.g., product or service quality; health & safety; financial indices)
· Effectiveness of cross-national teams
Performance and Innovation
· Organizational and unit performance metrics (e.g., product or service quality; health & safety; financial indices)
· Effectiveness of cross-national teams
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Global Knowledge Creation & Sharing
Global Knowledge Creation & Sharing
Global Diversity Management
Diversity-Related
Organizational Outcomes
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Performance and Innovation
· Organizational and unit performance metrics (e.g., product or service quality; health & safety; financial indices)
· Effectiveness of cross-national teams
Performance and Innovation
· Organizational and unit performance metrics (e.g., product or service quality; health & safety; financial indices)
· Effectiveness of cross-national teams
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Global Knowledge Creation & Sharing
Global Knowledge Creation & Sharing
Employee Engagement· Employees’ sense of
inclusion and being valued· Employees’ attitudes &
fairness perceptions
Employee Engagement· Employees’ sense of
inclusion and being valued· Employees’ attitudes &
fairness perceptions
Global Diversity Management
Diversity-Related
Organizational Outcomes
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Organizational
Policy Makers(TMT)
· Beliefs & attitudes
· Demographics· Cultural IQ· Prior int’l
experience · Interpersonal
relations in TMT
Organizational
Policy Makers(TMT)
· Beliefs & attitudes
· Demographics· Cultural IQ· Prior int’l
experience · Interpersonal
relations in TMT
Performance and Innovation
· Organizational and unit performance metrics (e.g., product or service quality; health & safety; financial indices)
· Effectiveness of cross-national teams
Performance and Innovation
· Organizational and unit performance metrics (e.g., product or service quality; health & safety; financial indices)
· Effectiveness of cross-national teams
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Global Knowledge Creation & Sharing
Global Knowledge Creation & Sharing
Employee Engagement· Employees’ sense of
inclusion and being valued· Employees’ attitudes &
fairness perceptions
Employee Engagement· Employees’ sense of
inclusion and being valued· Employees’ attitudes &
fairness perceptions
Leadership & Culture
Foundations
Global Diversity Management
Diversity-Related
Organizational Outcomes
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Organizational
Policy Makers(TMT)
· Beliefs & attitudes
· Demographics· Cultural IQ· Prior int’l
experience · Interpersonal
relations in TMT
Organizational
Policy Makers(TMT)
· Beliefs & attitudes
· Demographics· Cultural IQ· Prior int’l
experience · Interpersonal
relations in TMT
Performance and Innovation
· Organizational and unit performance metrics (e.g., product or service quality; health & safety; financial indices)
· Effectiveness of cross-national teams
Performance and Innovation
· Organizational and unit performance metrics (e.g., product or service quality; health & safety; financial indices)
· Effectiveness of cross-national teams
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Organizational
Culture· Multicultural
vs. monolithic
· Openness to change & continuous improvement
Organizational
Culture· Multicultural
vs. monolithic
· Openness to change & continuous improvement
Global Knowledge Creation & Sharing
Global Knowledge Creation & Sharing
Employee Engagement· Employees’ sense of
inclusion and being valued· Employees’ attitudes &
fairness perceptions
Employee Engagement· Employees’ sense of
inclusion and being valued· Employees’ attitudes &
fairness perceptions
Leadership & Culture
Foundations
Global Diversity Management
Diversity-Related
Organizational Outcomes
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
A Process Model of Global Diversity Management
Organizational
Policy Makers(TMT)
· Beliefs & attitudes
· Demographics· Cultural IQ· Prior int’l
experience · Interpersonal
relations in TMT
Organizational
Policy Makers(TMT)
· Beliefs & attitudes
· Demographics· Cultural IQ· Prior int’l
experience · Interpersonal
relations in TMT
Performance and Innovation
· Organizational and unit performance metrics (e.g., product or service quality; health & safety; financial indices)
· Effectiveness of cross-national teams
Performance and Innovation
· Organizational and unit performance metrics (e.g., product or service quality; health & safety; financial indices)
· Effectiveness of cross-national teams
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Reactions to Global Diversity Program
· Employees’ acceptance and/or backlash
· Organization’s local reputation as employer
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Inclusion of Global Units· Seeking & using global input for decisions that affect
global units· Building trusting & collaborative relationships across
global units
Organizational
Culture· Multicultural
vs. monolithic
· Openness to change & continuous improvement
Organizational
Culture· Multicultural
vs. monolithic
· Openness to change & continuous improvement
Global Knowledge Creation & Sharing
Global Knowledge Creation & Sharing
Employee Engagement· Employees’ sense of
inclusion and being valued· Employees’ attitudes &
fairness perceptions
Employee Engagement· Employees’ sense of
inclusion and being valued· Employees’ attitudes &
fairness perceptions
Leadership & Culture
Foundations
Global Diversity Management
Diversity-Related
Organizational Outcomes
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent
management policies, practices and procedures
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent
development· Cross-cultural training for all employees with global
contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage
inclusion, but allow flexibility for local programs; global accountability
· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target
groups (e.g., gender, religion)· Local director of diversity programs
Nishii, L. and Özbilgin, M. 2007. Global Diversity Management: towards a conceptual framework, International Journal of Human Resource Management
Four Models of Global Diversity Management
Four Contrasting Examples
Public SectorPolicy – practice divide
Automobile Manufacturing Sector- tyranny of measurement
Private Recruitment Agency Sector- moral vacuums
Creative and Cultural Sectors- class as the hidden diversity- work placements and unpaid work
4. The intervention model of global diversity management
SUPPORT IN THE SOCIO-POLITICAL CONTEXT
RE
SO
UR
CE
S A
ND
L
EA
DE
RS
HIP
S
UP
PO
RT
DIVERSIT
Y MANAGEM
ENT
INTERVENTIO
NS
MATURIT
Y
AND
LEGITIM
ACY
Low
High
Low
High
Low High
Diversity statement
STATUS QUO
ORGANISATIONALCH
AN
GE
Diversity training
Diversity surveys, employee groups, champions INFORMATION
Setting up diversity office
Setting up diversity networkSetting up diversity council
Managing diversity performanceFlexible HR procedures
STRUCTURAL Changing representation
Changing routines OD and OC
Inclusion ?????CULTURAL
Quotas
From North America in late 1980s to the world National, regional and global perspectives are emerging (Klarsfeld, 2010; Syed and Ozbilgin, 2010; Ozbilgin and Tatli 2008)Lombardo et al. (2009, 2010) – discursive politics
fixing, shrinking,stretching and bending
Movement of Diversity Management
The meaning of a concept is always temporarily fixed, which is a necessary step for having a workable definition on which policies could be based.
Temporarily fixed meanings are outcomes of the three processes: shrinking, stretching and bending.
Shrinking refers to the process through which scope of a concept is limited to a narrower set of meanings and policy goals
The process of stretching results in broadening the meaning of a concept to include dimensions and meanings, which are not originally signified by the concept.
Bending of a concept aims to fix the meaning of a concept in order to match the policy goals, which are different to the ones that the concept originally intended to address.
In the process of travel, a concept can experience one or more of these transformations at the same time. Therefore, it is important not to consider these forms of conceptual transformations as mutually exclusive.
Fixing, Shrinking, Stretching and Bending (Lombardo et al. 2009 and 2010)
28
Diversity, multiculturalism and voluntarism
(the case of UK)
29
DM is fixed as a policy approach to address multicultural society. Bent away from morally driven equal opportunities agenda towards a pro-business one (Liff and Wajcman 1996). Stretched to include multiple forms of difference (Healy et al. 2010). Shrunk to instrumental logic and bottom line concerns
Hegemonic frames: Multiculturalism (Oikelome 2010), individualism and voluntarism (Ozbilgin and Tatli 2011) based on the business case
Blind spots: Social class inequalities, affirmative action and equality quotas (Noon 2010)
Diversity, multiculturalism and voluntarism (the case of UK)
30
DM is fixed around values of freedom, equality, and brotherhood. Bent to the values of French Republicanism (Al Ariss and Ozbilgin 2010). Shrunk to issues of assimilation of ethnic minorities. Stretched to include issues related to culture and gender (Cornet 2002) and business processes (Dameron and Joffre 2007).
Hegemonic Frames: Secularism, equality (Klarsfeld 2009) and social responsibility (Chanlat 2002)
Blind spots: Discrimination based on race/ethnicity and religion (Al Ariss and Syed 2011).
Diversity, republicanism and assimilation (the case of France)
31
DM is fixed around an assimilative notion of integration (Esser 2006). Bent to address immigration concerns. Shrunk to gender equality and integration of immigrant/ethnic minorities (Koppell et al 2007). Stretched to respond to business needs (Vedder 2006).
Hegemonic Frames: Gender equality (Koall and Bruchhagen 2002) and the business case (Koppell et al 2007)
Blind spots: Racism and discrimination based on race/ethnicity (Vassilopoulou 2011)
Diversity, migration and integracism (the case of Germany)
32
the concept of diversity is contextual, contested and temporal rather than universally fixed.
what diversity (and the management of it) means is fixed only temporarily and locally through a political process of negotiation.
these temporarily and locally fixed definitions and frames of diversity are path dependent and shaped by the regulatory context in each country.
simultaneous attention should be paid to what is stated, done and performed and what remains undone, silent and taboo
Diversity as a migrating concept
33
Arguments (Cases) for Diversity Management
Business case Social case Economic case Political case Moral case
Accounting for diversity:
range of measures, metrics, and discourses that connect workforce diversity with individual, team and organisational level outcomes.
What are categories of global diversity?
categories, which have been historically embedded in civil rights movements such as gender (e.g. Metz & Harzing, 2012; Haq, 2012; Konrad et al., 2010; Castilla & Benard, 2010), ethnicity/race (e.g. Price et al., 2013; Singh et al., 2013; Ragins et al., 2012; Kaplan et al., 2011), disability (e.g.Barclay & Markel 2009; Clair et al. 2005; McLaughlin et al. 2004), sexual orientation (e.g. Colgan et al., 2009; Johnston & Malina, 2008). emergent themes such as age (e.g. Liebermann et al., 2013; Galia & Zenou 2012; Kunze et al., 2011), religion and belief (e.g. Gelb & Longacre, 2012), cultural/class differences (e.g. Samnani et al., 2013; Rao, 2012; Chen et al., 2012; Gong et al., 2011; Hinrichs 2011; Acker 2011)job related categories including education and tenure (e.g. Gilson et al., 2013; Dutta & Merenda, 2011; Sosa, 2011), and job function and expertise (e.g. Pelled, and Adler, 1994; Peters & Karren 2009), have recently been considered as strands of workforce diversity
Which of the following categories does your diversity policy cover?
Disability 170Ethnicity 166Gender 165Religion 160Sexual orientation 159Nationality 138Age 130Marital status 120Parental status 87Trade union membership 61Criminal convictions 61All forms of difference 57Social and economic background 47Mental health 39Physical appearance 31Political ideology 27Weight 9Postcode 8Accent 7
Accounting for diversity
Individual level: positive outcomes eg higher levels of job satisfaction,
commitment and productivity and lower levels of turnover intention (Gonzalez & Denisi, 2009; Leslie & Gelfand, 2008; Mckay et al., 2007).
negative consequences eg lower levels of communication and job embeddedness , lack of bonding among staff (Gong et al., 2011; Wolff et al., 2010).
Team level: higher levels of innovation & creativity, communication
effectiveness, job satisfaction etc (Nakata & Im, 2010; Boone & Hendriks, 2009)
negative consequences eg loss of time and resources, increases in task conflict in terms, of workforce diversity (Stahl et al., 2010; Shachaf, 2008).
Organisational level: performance and innovation (Ostergaard et al., 2011; Galia &
Zenou, 2012; Singh et al., 2001), remain mixed and complicated by a large number of multi-level influences and considerations (Mahadeo et al., 2012; Lee & James 2007).
Diversity, management and performance
Workforce diversity performanceinnovation
Effective managementperformanceof diversityinnovation
Neoliberalism in the UK
Deregulation (voluntarism and self-regulation) (Kinderman 2012; Scott and Williams 2014)
Individualism (decline of social) (Skeggs, 2004)
Competition (financialisation) (Thomas, 1991)
Shareholder value
“We believe that diversity contributes to the bottom line”.
Stakeholder Approach
“… we will be a better place to work. …we want to make sure different groups [inside and outside the organisation] get along with each other”.
Regulatory Approach
“Really pushing our focus on social mobility here in the UK. It’s a big area of focus. So the benefit about that is I can affect change. The challenge is it takes a lot of time [in the absence of coercive regulation]. It’s all about relationships, and it’s all about influencing”.
Global Value Chain
“Whereas in today’s world, that [bottom line argument] is not enough. You do not only need a kind of globalisation paradigm, you need to understand shifts and differences, you need to understand the impact of ownerships and cultures and where resources realistically lie”.
Global value chain
Regulatory
context
Stakeholder value
Shareholder Value
Ap
pro
ach
es
to a
ccou
nti
ng
for
div
ers
ity
from
narr
ow
to b
road
fo
cus
Managing diversity as resistance in the neoliberal context
Neoliberalism Reflections Resistance
Deregulation Voluntarism Use of sectoral regulation
Repeal of laws Levergaing lawsDeinstitutionalisation Institutionalisation
Individualism Individual differences Group differencesWithout community With communityWithout unions With unions
Competition Financialisation Value chain and stakeholder approach
Focus on competition Focus on responsibilityWithout stakeholders With stakeholders
Neoliberalism and diversity
From voluntarism to support for legislation
From individualism to commity, networks, collectives and partnerships
From competition to service, compliance and value chains
Tragedy of Commons (Individual vs Collective)
Voluntarism
Ind
ivid
uali
sm
Employers
Private Sector
Low High
Low
Hig
h
Politics of equality and diversity at work in Britain
Ozbilgin and Tatli 2011
Equality Bodies
Public Sector
Trade Unions
introduce
deadlines
•impose short deadlines for equality interventions
add reinforcem
ent
•Introduce reward and penalties
change structure
s
•require long-term changes of structural nature
reinforce short-term
practices
•provide incentives for being ‘best-in-class
get outside
help
•facilitate learning across organisations, sectors and countries
set up an authority
to regulate
•empower regulatory bodies with resources and authority.
Jonsen, K.; Tatli, A.; Özbilgin, M. and Bell, M.P. (in press) The tragedy of the (un)commons: reframing workforce diversity, Human Relations.
Overcoming the tragedy of (un)commons: in
divid
ualism
an
d vo
lun
tarism
When habitus encounters a social world of which it is the product, it is
like a ‘fish in water’. (Bourdieu and Wacquant 1992: 127)
From etic to emic categories of diversity
Emic framing of diversity
Who are the
holders of power?
What are their
resources?
What are institution
al mechanisms that
privilege them?
What are the
common attributes
of the powerful?
How do acquisitio
n of power
and attributes
of powerful interplay?
Tatli, A. and Ozbilgin MF (in press) An emic approach to intersectional study of diversity at work: A Bourdieuan framing, International Journal of Management Reviews.
An emic approach
How to study intersectional privilege?
Step 1: Empirically investigate the power configurations in the organisation by identifying who in organisation holds greater levels of symbolic capital
Step 2: Identify the types of social capital and cultural capital held by the power holders.
Step 3: Investigate organisational processes that enable specific types of social and cultural capital become valued and recognised resources for access to power.
Step 4: Search for group-based diversity attributes that endow individuals with privilege and legitimacy.
Step 5: Map out the interplay between capital accumulation processes and diversity across organisational, sectoral and societal levels.
top related