Competitiveness Through Management of Diversity: Effects on Stock Price Valuation.

Wright, Peter; Ferris, Stephen P.; Hiller, Janine S.; Kroll, Mark

doi:10.2307/256736

Cited by 326 publications

(156 citation statements)

References 36 publications

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“…An exception is a study that compared companies with exemplary diversity-management practices to those that had paid legal damages to settle discrimination lawsuits. The results of this study showed that the exemplary firms also performed better as measured by their stock prices (Wright et al, 1995). Overall, however, the search for evidence that directly supports the business-case hypothesis has proved elusive.…”

Section: Historical Context Of the Business-case Perspectivementioning

confidence: 65%

The effects of diversity on business performance: Report of the diversity research network

Kochan

Bezrukova

Ely³

et al. 2003

Human Resource Management

852

621

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Section: Historical Context Of the Business-case Perspectivementioning

confidence: 65%

The effects of diversity on business performance: Report of the diversity research network

Kochan

Bezrukova

Ely³

et al. 2003

Human Resource Management

852

621

View full text Add to dashboard Cite

“…With this anticipated increase of AAs and other minorities in the job market, organizations will have to understand the factors that contribute to their job satisfaction. Wright, Ferris, Hiller, and Kroll (1995) indicated that organizations that do not understand and consider the job needs of minorities will have fewer applicants to choose from when filling job vacancies. The implication of these researchers' statement is that workers will seek employment from other more accommodating companies.…”

Section: Surgeon General's Report [Ussgr] 2001) the Number Of Peoplmentioning

confidence: 99%

Factors Affecting African American Counselors' Job Satisfaction: A National Survey

Jones

Hohenshil

Burge

2009

Jour of Counseling & Develop

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Although there are many job satisfaction studies, research related to the job satisfaction of African American counselors (AACs) is negligible. The purpose of this study was to investigate the job satisfaction of AACs. A total of 182 employed AACs who were members of the American Counseling Association (ACA) completed a modified Minnesota Satisfaction Questionnaire and a data information form. Results indicated that 87% of participants were satisfied or very satisfied with their current job.

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“…Different organisational attributes influence an organisation's attractiveness as an employer. Firms in the USA with positive affirmative action programmes are more able to attract high-quality human resources than firms with discriminatory practices (Wright, Ferris, Hiller and Kroll, 1995), as are those that take a pro-environmental stance (Bauer and Aiman-Smith, 1996;Porter and van der Linde, 1995). Such programmes influence initial applicant-attraction to a firm (Fombrum and Shanley, 1990;Rynes, 1991).…”

Section: Looking Ahead To the Long-termmentioning

confidence: 99%

“…Wright et al (1995), for example, found that financial markets reacted positively to firms with award-winning affirmative action programmes (in US), and negatively to firms with discriminatory practices. Studies like these point towards the converging interests of stakeholders for the harmonisation of work and personal life.…”

Section: Looking Ahead To the Long-termmentioning

confidence: 99%

Power dynamics in the long‐term development of employee‐friendly flexible working

Nadeem

Hendry²

2003

Women in Management Review

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This paper focuses on the possibilities of the long‐term development of flexible working as a work‐life policy, through understanding the power dynamics between the individual and the organisation. The study presents a framework which summarises the factors influencing the employee‐employer power dynamics, and leads us to the research questions. The methodology involves triangulation in case studies in two organisations based on surveys of representative samples in each organisation (n = 243 and n = 128) and interviews with the management. Findings support the long‐term development of employee‐friendly flexible working. There is a strong desire, and a lack of polarisation of attitudes, among employees for greater flexibility. Certain employee groups with stronger negotiating power have initiated the work‐life debate, but in doing so, they have increased the power of all employees through lowering ideological barriers, and creating knowledge of new possibilities and aspirations. Favourable external pressures and changing business needs also improve the position of employees.

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Competitiveness Through Management of Diversity: Effects on Stock Price Valuation.

Cited by 326 publications

References 36 publications

The effects of diversity on business performance: Report of the diversity research network

The effects of diversity on business performance: Report of the diversity research network

Factors Affecting African American Counselors' Job Satisfaction: A National Survey

Power dynamics in the long‐term development of employee‐friendly flexible working

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