A global link between national diversity policies? The case of the migration of Nigerian physicians to the UK and USA

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121

Strategically managing workforce diversity is a value-adding HR function that enhances organizational performance. Managing diversity is a complex and unique HR issue in India due to its religious and cultural diversity and the use of legislation by the Indian state to tackle societal inequities and complexities. This paper contributes to existing knowledge on diversity management and strategic HRM in the Indian context through an in-depth case study of 24 fi rms of different ownership forms in a number of industries in India. The main method of data collection was semi-structured interviews with 110 managers at various levels and 102 non-managerial employees. Each interview was conducted individually. This paper takes the U.S.-originated concept of diversity management in the HRM context as a starting point. It uses this as a guide to investigate how the concept is understood and operationalized in several leading business organizations across different ownership forms and industrial sectors in India. Results reveal the differences between WesternMNCs and Eastern fi rms as well as the varying views of Indian managers and employees on issues related to diversity management.

Section: Diversity Management In the Global Contextmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Diversity management in India: A study of organizations in different ownership forms and industrial sectors

Cooke¹,

Saini²

2010

111

121

“…The lure of claims made by protagonists of the business case and RBV have transcended national boundaries, extending the application of D&I practices beyond the established equal opportunities institutional frameworks of the United States and the European Union and its member states. However, there is a paucity of empirical research into D&I management in organizations in emerging economies, where the impact is potentially fundamental, given that equal opportunities legislation may be scarce (Healy & Oikelome, ). D&I practice is therefore likely to be refracted by national norms and attitudes even in multinationals seeking to pursue a global approach, due to the multidomestic nature of diversity practices in these organizations (Kamenou, ; Nishii & Özbilgin, ; Sippola & Smale, ).…”

Section: It Services Firms In India: Rich Territories For Emerging Dandmentioning

confidence: 99%

“…This US‐initiated agenda has gained international currency among HR managers and organizational leaders, including those operating in emerging economies (Healy & Oikelome, ; Li, Wai Lung Chu, Lam, & Liao, ; Sippola & Smale, ). India is a key exemplar among these economies (Stumpf, Doh, & Tymon, ).…”

Section: Introductionmentioning

confidence: 99%

Tensions and Challenges in the Management of Diversity and Inclusion in IT Services Multinationals in India

Donnelly¹

2014

Information technology (IT) services multinationals in India provide rich environments for the analysis of emerging patterns of diversity and inclusion management. Growing interest in this field of management has been accentuated by claims tabled by the business case and resource‐based rationales. However, challenges and tensions potentially undermine not only the viability of these assertions, but also the impact of diversity and inclusion interventions themselves. This article investigates the tensions and challenges faced by a sample of firms in India in relation to age, gender, and intra‐ and international diversity. The findings shed light on the implications of these tensions for HR management in these organizations, which need to be addressed if the claims put forward by the business‐ and resource‐based perspectives are to be realized and the management of diversity and inclusion is to be successfully aligned with business and HR strategies. © 2014 Wiley Periodicals, Inc.

“…The surge of interest in the field of diversity and inclusion (D&I) at the workplace (mainly relating to concerns such as gender, age, ethnicity, race, nationality, disability, sexual orientation, or religion) owes much to fundamental economic, sociodemographic and legislative changes taking place globally (Oswick & Noon, ; Shen, Chanda, D'Netto, & Monga, ). The existing literature shows that the agenda on workforce D&I has now gained international currency among HR managers and organizational leaders, including those operating in emerging economies, which is now paralleled by pertinent research (e.g., Healy & Oikelome, ; Priola, Lasio, Simone, & Serri, ; K. A. Scott, Heathcote, & Gruman, ). Accordingly, a global diffusion of logics that promote D&I management match increased participation rates of diverse groups in the workplace.…”

mentioning

confidence: 95%

Guest Editors' Introduction: Diversity and Inclusion in Different Work Settings: Emerging Patterns, Challenges, and Research Agenda

Theodorakopoulos

Budhwar

2015

The purpose of this paper is to analyze and highlight the developments in the current scholarship on managing diversity and inclusion (D&I) and provide insights for future research. While doing so the paper advances our understanding of 'what matters' in this field, through the integration of different literature concerning the dimensions of D&I. It also provides a neoinstitutionalist framework, which locates different themes in the D&I, scholarship to assist in further development of the field. It argues for a consideration of enquiry in D&I from a neoinstitutionalist perspective to encourage interdisciplinarity and align with broader social science research in human resource management (HRM) and development, highlighting the complexity involved in the theorizing of D&I management in organizations. Specifically, we argue for the need of engaging with a variety of stakeholders concerned with the management of D&I, to enable cross-fertilization of theories and mixing methods for future research designs. The paper also introduces the manuscripts included in this special issue and build on them as well to develop the future research agenda.