Diversity management beyond the business case

Abstract

Purpose -This paper aims to introduce the theme of the special issue -diversity management beyond the business case. It addresses two main questions: first, how increased diversification within workgroups or labour is dealt with via diversity management, and second what the effects are of this increased diversity for group performance. Design/methodology/approach -The different contributions are embedded into two important discussions in the literature: problems with the concept of diversity and problems with outcomes of diversity management. Findings -Reflecting on the contributions to this special issue, it is argued that solely emphasizing business case arguments for supporting the implementation of diversity management may be rather risky. They conclude with a plea for emphasis on arguments of justice and sustainability of the employment relationship and discuss future avenues for research. Originality/value -The paper shows the difficulty of universally applying the concept of diversity and diversity management. In addition, it shows that the claimed positive impact of diversity management is contingent on several factors.

The Prospects for Managing Diversity in the Public Sector: The Case of the Ontario Public Service

“…A careful examination of the literature reveals that all of the definitions suggested so far fall into one of four categories: narrower, broader, business and inclusion (Bleijenbergh, et al, 2010;Ivancevich and Gilbert, 2000. ) Irrespective of the category in which a definition may land, so to speak, the consensus is that these definitions share certain characteristics.…”

Diversity management - perceptions and attitudes by Czech managers

“…The concept of diversity management itself has been developing, for example, in the concept presented in Metcalfe and Woodhams [17], Holvino and Kamp [10], Eger et al [3], Bleijenbergh et al [1] or Kirton and Greene [14]. The latter two authors highlight the necessity of studying diversity management also from the point of view of the national specifics and the social context of any given country.…”

The complex concept of sustainable of diversity management

“…Managing diversity in the workplace pushes for social justice as well (Bleijenbergh, Peters and Poutsma, 2010). Consequently, the notion that people can be discriminated against on the basis of demographic and non-task related factors is now widely legislated against (van Dijk, Engen, and Paauwe, 2012;Foster and Harris, 2005).…”

“…Over the past 30 years substantial changes in the composition of the workforce have come about through the recognition of diversity, which embraces disability, gender, age, ethnic group, sexual orientation and cultural orientations (Bleijenbergh, Peters and Poutsma, 2010;Foster and Harris, 2005). …”

“…It is not intended to give certain groups of workers preferential treatment and so give rise to a sense of unfairness among other groups (Bleijenbergh, Peters and Poutsma, 2010).…”