Beyond the Business Case for Diversity in Organizations

O’Leary, Brian; Weathington, Bart L.

doi:10.1007/s10672-006-9024-9

Cited by 42 publications

(34 citation statements)

References 28 publications

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“…However, individual tendencies, incentives and short-term benefits may be misaligned with the objective of an inclusive diverse workplace, and may instead undermine the potential benefits of diversity through exclusionary behaviors and practices (e.g., homophily, discrimination). On this basis, some have argued that the general discourse needs to move beyond discussing diversity in the abstract and start to specify the ways in which organizations can leverage diversity for positive effect (Davidson, 2011;O'Leary & Weathington, 2006). Others have offered a communicative approach to managing diversity that encourages the expression of diverse voices (das Neves & Mele, 2013;Trittin & Schoeneborn, 2015).…”

Section: Discussionmentioning

confidence: 99%

To Disclose or Not to Disclose: The Ironic Effects of the Disclosure of Personal Information About Ethnically Distinct Newcomers to a Team

2017

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Recently, scholars have argued that disclosure of personal information is an effective mechanism for building high-quality relationships. However, personal information can focus attention on differences in demographically diverse teams. In an experiment using 37 undergraduate teams, we examine how sharing personal information by ethnically similar and ethnically distinct newcomers to a team affects team perceptions, performance, and behavior. Our findings indicate that the disclosure of personal information by ethnically distinct newcomers improves team performance. However, the positive impact on team performance comes at a cost to the newcomers, who are perceived as less competent by others and experience heightened social discomfort in team interactions. Ironically, what benefits the ethnically diverse team may undermine its ethnically distinct members. This study highlights how the management of diversity may sometimes require making tradeoffs between individual interests and those of the team.

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Section: Discussionmentioning

confidence: 99%

To Disclose or Not to Disclose: The Ironic Effects of the Disclosure of Personal Information About Ethnically Distinct Newcomers to a Team

2017

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“…The combine mean score of 4.10 for all HR diversity management practices is significantly higher than the 1999 mean score of 3.83. In Australia, the concept of diversity is no longer new and the debate about the business case for diversity appears to be having a positive effect (O'Leary and Weathington 2006;Shalo 2005). Australia is no longer a sheltered economy.…”

Section: Discussionmentioning

confidence: 99%

Cultural diversity management in Australian manufacturing organisations

Fenwick¹,

Costa

D’Netto

2011

Asia Pacific Journal of Human Resources

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Australia has a high level of cultural diversity, particularly within the manufacturing sector. Yet the management of cultural diversity in Australia has only been mediocre. The aim of this study was to examine whether human resource diversity management practices in the Australian manufacturing sector have improved since the previous study by D'Netto and Sohal (1999). The intervening period has been characterised by the progression of diversity management research and practice from nascency to acceptance as a mature sub‐field of management and human resource management. In addition, significant changes have occurred in the manufacturing sector. The results of our study of 119 manufacturing organisations indicated that positive changes in HR diversity management have occurred with the passage of time. The overall performance of manufacturing organisations in Australia, with respect to the use of human resource diversity management practices is no longer ‘mediocre’ and can now be classified as ‘above average’. While there is still considerable scope for improvement, especially in the area of recruitment, we found that employers in the Australian manufacturing sector value diversity and recognise the benefits of diversity. We explain the findings of our study and discuss the implications for future research.

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“…Extra care must be taken to create a work environment free of unfavorable perceptions of unearned privilege in promotion decisions. Any perceived unfairness or inequity can cause undue distress that can lead to psychological or behavioral outcomes such as vandalism, lower productivity, and dissatisfaction (O'Leary and Weathington 2006). Fairness associated with selection and promotion decisions impacts not only the hired or rejected applicant, but also co-workers and customers (Gilliland 1993;Gilliland and Hale 2005).…”

Section: Discussionmentioning

confidence: 99%

Gender Differences in Managerial Attitudes Towards Unearned Privilege and Favoritism in the Retail Sector

Mujtaba

Sims

2010

Employ Respons Rights J

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This paper describes the concepts of unearned privilege and favoritism and tests if there are differences in managerial attitudes towards the use of these behaviors based on respondent gender. Respondents included 180 managers employed with a large retail organization located in the southern part of the United States. The results indicate that female managers more strongly disapproved of the use of unearned privilege in making promotion decisions and more strongly disapproved of the decision to use favoritism in decision making related to customer relations. The results also indicated that male managers were less likely to disapprove of the use of unearned privilege when they had greater years of management experience. In addition, the most experienced female managers reported disapproval levels for the use favoritism in decision making related to customer relations equal to that of the most experienced male managers.

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Beyond the Business Case for Diversity in Organizations

Cited by 42 publications

References 28 publications

To Disclose or Not to Disclose: The Ironic Effects of the Disclosure of Personal Information About Ethnically Distinct Newcomers to a Team

To Disclose or Not to Disclose: The Ironic Effects of the Disclosure of Personal Information About Ethnically Distinct Newcomers to a Team

Cultural diversity management in Australian manufacturing organisations

Gender Differences in Managerial Attitudes Towards Unearned Privilege and Favoritism in the Retail Sector

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