Current status of diversity initiatives in selected multinational corporations

Abstract

The purpose of this study was to provide information on the status of diversity initiatives in selected multinational corporations, to report on the dimensions of the diversity initiatives, and to interpret the dynamics of the corporate response to workforce diversity. Eight multinational corporations headquartered in the United States were selected for the study. Two methods of data collection were used: semistructured face‐to‐face interviews and document analysis. Diversity manager‐directors were asked to provide information on their diversity initiatives; on the planning, implementation, and evaluation of diversity initiatives; and on plans for future diversity initiatives. The study revealed that multinational corporations are planning, implementing, and evaluating a large number and variety of diversity initiatives not only in the United States but also internationally. © 2000 by Jossey‐Bass, A Publishing Unit of John Wiley & Sons, Inc.

Institutional theory and the cross-national transfer of employment policy: the case of ‘workforce diversity’ in US multinationals

“…The evidence on the management of diversity in US MNCs is limited, and studies have been small-scale (Egan and Bendick, 2001;Wentling and Palma-Rivas, 2000).…”

A review of diversity management in Nigeria: Organizational and national perspective

“…Correspondingly, MNCs that are well known for expressing their support and drive for diversity management as a business process (Wentling and Palma-Rivas, 2000), can contribute to promoting approaches to diversity management from an organisational level that could impact the individual and national levels in Nigeria. These practical ways for promoting diversity management in Nigeria as shown in Diagram 1,can include mentoring or partnering with other corporations to promote diversity management, driving their strategy for diversity management beyond the workplace, as previous research highlight these MNCs do have some form of community influence (Frynas, 2005;Ioannou and Serafeim, 2012).…”

Managing Diversity in Corporate America: An Exploratory Analysis

“…Minority personnel might need additional professional development opportunities because they may not have had exposure to the same opportunities as white employees. Determine the personal development needs of each minority employee and create an individualized employee training, development, and progression plan (Wentling and Palma-Rivas, 2000). Establish mentoring programs for minority employees that give them feedback on their performance, map career options, and provide support and encouragement (Wentling and Palma-Rivas, 2000).…”

“…Determine the personal development needs of each minority employee and create an individualized employee training, development, and progression plan (Wentling and Palma-Rivas, 2000). Establish mentoring programs for minority employees that give them feedback on their performance, map career options, and provide support and encouragement (Wentling and Palma-Rivas, 2000). Mentoring can help minority employees cope with job stresses and challenges that derive from their minority status (Morrison, 1996).…”

“…Use affinity associations to help minority employees build support networks and professional connections (Digh, 1999). Although critics fear that such groups promote a negative, divisive message, most often they encourage positive outlooks and allow employees to articulate their concerns in ways that are acceptable to the larger organization (Wentling and Palma-Rivas, 2000). Furthermore, all employees can benefit from the existence of forums that address cross-cutting issues that all groups share, such as child care.…”