Antecedents and outcomes of managing diversity in a UK context: test of a mediation model

Otaye‐Ebede, Lilian

doi:10.1080/09585192.2016.1253031

Cited by 11 publications

(12 citation statements)

References 94 publications

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“…Control Variables. To reduce confounding effects, and analogous to previous research (e.g., Triana, García, & Colella, 2010;Otaye-Ebede, 2016), I controlled for the 2 demographic variables of gender and age.…”

Section: Methodsmentioning

confidence: 99%

“…Over the past decade, the management of workforce diversity has received increased research attention among management scholars and practitioners, as evident in the increasing number of scholarly articles on the topic (e.g., Guillaume, Dawson, Otaye-Ebede, Woods & West, 2017;Carstens & De Kock, 2016;Otaye-Ebede, 2016;Olsen & Martins, 2012;Joshi & Roh, 2009;McKay, Avery & Morris, 2008) and the adoption of diversity management programs and/or practices (DMP) (cf. Richard & Johnson, 2001) by organizations.…”

Section: Introductionmentioning

confidence: 99%

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Employees’ perception of diversity management practices: scale development and validation

Otaye‐Ebede

2018

European Journal of Work and Organizational Psychology

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Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Employees’ perception of diversity management practices: scale development and validation

Otaye‐Ebede

2018

European Journal of Work and Organizational Psychology

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“…This is because, adopting diversity management practices demonstrates an organization's effort to support diversity. Subsequently, the perception that an organization supports diversity could create a feeling of attachment to the organization and it positively influences ethnic and minority employees' turnover intent and career satisfaction [9]. Diversity could have positive impact also on performance.…”

Section: Diversity Management Benefitsmentioning

confidence: 99%

“…Intention, why they are doing so is also important. Findings of a study performed by Otaye-Ebede and Lilian [9] shows that when employees perceive that diversity management practices are driven not by a concern for employees but by an equality-driven compliance focus (legal reasons and political correctness), there is an increased level of turnover intention.…”

Section: Diversity Management Limitationsmentioning

confidence: 99%

Adopting the Diversity Management Approach. Case of Slovakia

2021

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Research background: Towards the end of the previous century the issue of management of diversity in organisations gained a prominent place in both academic and societal debates. For any multicultural country, such as the United States or Great Britain, the issue of diversity is not new. However, diversity has not been as frequently researched in the countries of the Visegrad region: the Slovak Republic, the Czech Republic, Poland and Hungary. Purpose of the article: Using the data about 278 business organizations in Slovakia, we focus on the background of the implementation of diversity management from the point of view of factors having a direct influence on this process. We evaluate the influence of the legal form (as an expression of the number of owners and the ability to quickly adopt a new concept) of the business organisation, the size (number of employees) of the business organisation, the share of the foreign capital in the ownership structure of the organisations, the sector of economy the organization operates in, its performance and the existence of HR unit in the organizational structure. Methods: To evaluate the influence of the selected factors linear modelling was used. Findings & Value added: The study theoretically contributes to human resource management, talent management and organizational behaviour theories, and offers several policy implications for decision makers. Specifically, it deals with the relationship between the implementation of the diversity management selected organizations` characteristics.

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“…Thus, Sen’s approach assesses justice from an inclusive and comparative perspective where pluralistic views are considered, as opposed to the narrow and exclusionary perspective which underpins the Rawlsian “original position,” behind “a veil of ignorance” (Wiener, 2013). Sen proposed augmenting justice and fairness that are actually experienced by people, rather than an illusionary utopian construct of universal justice (Sondak, 2010).…”

Section: A Conceptual Framework For Applying Justice and Fairness Principles In The Workplacementioning

confidence: 99%

Justice and fairness in the workplace: a trajectory for managing diversity

Dahanayake

Rajendran

Selvarajah

et al. 2018

EDI

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Purpose The purpose of this paper is to argue that diversity management (DM) interventions, underpinned by principles of justice and fairness, create a powerful force that drives sustainable outcomes. Further, the authors argue that justice and fairness should be embedded at the core of DM. Design/methodology/approach A qualitative case study methodology was used to ascertain how four organizations approached critical issues regarding diversity. Justice and fairness principles were used as a framework to evaluate each organization’s DM interventions. Different approaches adopted by the case study organizations were compared using a cross-case analysis. Findings Justice and fairness principles provide a useful framework to evaluate DM interventions. The findings show that justice and fairness principles have an effect across the continuum of DM, including identifying dimensions of diversity, executing DM programs and realizing outcomes of DM. Research limitations/implications The current study is limited to four case studies using qualitative methods. Practical implications The findings demonstrate the importance of integrating justice and fairness benchmarks when implementing DM programs. Originality/value The findings shed light on the link between DM and justice and fairness, an area lacking empirical studies. It also presents a new area for empirical enquiry—the application of social justice principles in evaluating organizational interventions in DM.

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Antecedents and outcomes of managing diversity in a UK context: test of a mediation model

Cited by 11 publications

References 94 publications

Employees’ perception of diversity management practices: scale development and validation

Employees’ perception of diversity management practices: scale development and validation

Adopting the Diversity Management Approach. Case of Slovakia

Justice and fairness in the workplace: a trajectory for managing diversity

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