Diversity practices

PurposeThis paper aims to examine diversity management (DM) practices in leading private-sector organizations in Iran.Design/methodology/approachThe study draws on in-depth interviews with 23 human resource management (HRM) executives and supervisors in nine private sector companies in Iran, and presents the analysis conducted using MAXQDA software.FindingsThe results categorize DM practices into four subsystems of HRM, i.e. recruitment and selection, training, performance management, and reward management. These practices indicate the inclusion of diversity-sensitive criteria and consideration of equal opportunity in the HRM subsystems.Originality/valueThe findings advance a contextual understanding of DM in a developing country. Considering DM practices in HRM subsystems may provide an effective way to help managers address workforce diversity in organizations.

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“…Alcazar et al ., 2013; Zaman et al ., 2021). Allen et al . (2008) identify stereotypical views and perceptual errors as a barrier to DM.…”

Section: Discussionmentioning

confidence: 99%

A qualitative study of diversity management practices in Iran's private sector organizations

Ganji

Rahimnia

Ahanchian

et al. 2023

EDI

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“…This would help them design initiatives to address each requirement, and measure them. A useful way can be simultaneously approaching the three goals from the standpoint of planning, organizing, staffing, directing and controlling (Allen et al , 2004). Organizations can also adopt other approaches depending on their vision and mission, business model, values, employee centricity, resources and timelines.…”

Section: Discussionmentioning

confidence: 99%

Measuring diversity, equity and inclusion: a holistic approach

Chaudhry

2022

DLO

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Purpose This paper aims to explore how organizations can measure diversity, equity and inclusion, and what are the potential areas where they can take initiatives to meet the diversity, equity and inclusion goals. Design/methodology/approach This paper explains the distinction among diversity, equity and inclusion. It elaborates on the separate perspectives that organizations need to adopt to define and measure each one of them. It consequently brings attention to their implications for research, practice and society. Findings This paper reveals that the goals of diversity, equity and inclusion, although related, need to be approached independently. The three concepts need to be measured individually and separate initiatives need to be designed and implemented to attain those goals. Originality/value This paper highlights the conceptual differences among diversity, equity and inclusion, and their evaluation. It underscores that diversity itself is not sufficient in ensuring organizational performance. Most of the discussion around implementing diversity pays little attention to steps that need to be taken to ensure equity and inclusion of the diverse workforce. This paper seeks to address this gap.

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“…Positive effect of work team diversity on team performance confirmed by our research is in line with previous studies within this area of research explaining that diversity of team members makes the work team more variable, which creates more flexibility in responding to changes in the external environment. It also brings different viewpoints that can support creative problemssolving attitudes, multiply innovation and creativity, which can in consequence result to improved performance (Allen et al, 2004;Hubbard, 2011;Page, 2019;etc. ).…”

Section: Source: Own Researchmentioning

confidence: 99%

Work Team Diversity and Work Team Performance

Michalička¹,

Lančarič²,

Skočdopole³

2023

Acta Univ. Bohem. Merid.

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Factors that affect work team performance are the main topic of numerous research works that bring understanding of how teams can operate effectively in a constantly changing environment. The focus of this paper is on the relationship between work team diversity and team performance. The aim is to evaluate the influence of various work team diversity categories and characteristics on team performance. The research is executed on the sample of more than 940 sales work teams within international corporation with the global presence. Performance of sales work teams is measured by achieved revenue on country level and consequently consolidated in a form of global performance ranking. Linear regression is used to analyse the impact of work team diversity characteristics on team performance. The results confirm that team performance is influenced by gender, national, and mother tongue diversity of team members, but also by seniority and stability of work team. Team size and job specialization seem to be without any significant impact on team performance.

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Diversity practices

Cited by 17 publications

References 0 publications

A qualitative study of diversity management practices in Iran's private sector organizations

A qualitative study of diversity management practices in Iran's private sector organizations

Measuring diversity, equity and inclusion: a holistic approach

Work Team Diversity and Work Team Performance

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