Beyond diversity training: A social infusion for cultural inclusion

Abstract

H Hu um ma an n R Re es so ou ur rc ce e M Ma an na ag ge em me en nt t

The Link Between Diversity and Equality Management Practice Bundles and Racial Diversity in the Managerial Ranks: Does Firm Size Matter?

“…Interestingly, DEM practices have a notable impact not only on African American representation in managerial ranks but on the proportion of Asians in management, and more informatively so, as this minority subgroup is seldom included in studies of racial minorities in management. Companies should not use a "one size fits all" approach to their DEM practices and initiatives because each entity is different based on specific internal factors as well as the external environment that impacts them (Chavez & Weisinger, 2008). We conclude that those companies desiring a competitive advantage should develop diversity program effectiveness metrics, distinguish among the various minority subgroups they desire to target, and consider contextual factors that will act as a hindrance or impediment in enabling them to meet their diversity program effectiveness goals.…”

“…Evidence of this recognition can be seen in the substantial growth in corporate investments in DEM practices designed to create greater inclusion of all organizational stakeholders. For instance, nearly 95 percent of Fortune 1,000 companies have diversity training initiatives in place (Chavez & Weisinger, 2008;Grensing-Pophal, 2002), and DEM is an eight-billion-dollar industry, with diversity consultants generating annual revenues estimated to be just under $600 million (Hansen, 2003).…”

Cultural dimensions in the transition of overseas medical graduates to the UK workplace

“…A key point is not to overstate or over generalise difference, as not all of overseas graduates' experience is different from UK graduates', but also not to ignore it. Equality and diversity and cultural competency initiatives may already be laying the groundwork for this (Cowan & Norman 2006;Chavez & Weisinger 2008;Egan & Bendick 2008).…”

Creating Community-Inclusive Organizations: Managerial Accountability Framework

“…First, our study departs from conventional approaches to inclusion as within-workplace activities to adopt a boundarycrossing concept that captures inside-out and outside-in inclusion between a company and its community based on a community psychology perspective (Fujimoto, et al, 2014;Trickett, 1996). The extant diversity inclusion/workforce literature commonly defines inclusion as minority members' insider status (Pelled, Ledford & Mohrman, 1999;Shore et al, 2011); belongingness (Lirio et al, 2008); full contribution (Roberson, 2006), engagement (Avery et al, 2008); voice (Bell et al, 2011;Wasserman, Gallegos & Ferdman, 2008); and participation in the organizational decision-making process (Mor Barak, 2013); as well as the means to draw out minority members' unique perspectives (Chavez & Weisinger, 2008) and to integrate differences (Nishii, 2013) within a workplace. Although these studies on inclusion are critical for creating workplaces that value minority workers' contributions and participation alongside majority workers, research on the inclusion of disenfranchised communities-besides job networks and recruitment or representation efforts-has been somewhat neglected in this stream of research (cf., DiTomaso, Post & Parks-Yancy, 2007;Fernandez & Fernandez-Mateo, 2006).…”