Doing Diversity Right: An Empirically Based Approach to Effective Diversity Management

Avery, Derek R.; McKay, Patrick F.

doi:10.1002/9780470661628.ch6

Cited by 50 publications

(83 citation statements)

References 95 publications

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“…P. Meyer et al, 2004;see also B. Meyer & Schermuly, 2012;van Knippenberg, 2000). This is also in line with the HRM literature on diversity management, Running head: MANAGING DIVERSITY IN ORGANIZATIONS 16 which suggests, on the basis of social exchange theory, that employees of a diverse work group will contribute to its effectiveness even if they do not identify with it, as long as their organization manages diversity effectively, likely so because they will feel more obligated to reciprocate their organization's goodwill (Avery & McKay, 2010;McKay et al, 2008).…”

Section: Standardssupporting

confidence: 58%

“…Likewise, a motivational perspective will help us integrate the HRM literature on diversity management (Avery & McKay, 2010;Kirton & Greene, 2010) and diversity climate (Kossek & Zonia, 1993;Mor-Barak, Cherin, & Berkman, 1998;Nishii, 2012). It has been found that people are more willing to contribute to the effectiveness of diverse organizations when they believe that their employer treats all employees in an equitable and fair way (Avery & McKay, 2010;McKay, Avery, & Morris, 2008).…”

Section: Running Head: Managing Diversity In Organizationsmentioning

confidence: 99%

“…It has been found that people are more willing to contribute to the effectiveness of diverse organizations when they believe that their employer treats all employees in an equitable and fair way (Avery & McKay, 2010;McKay, Avery, & Morris, 2008). Moreover, it seems reasonable to assume that diversity climate enfolds its effects on employee behaviors like every other aspect of organizational climate via motivational processes; it signals to employees what behaviors their employer rewards and which ones are sanctioned (Lindell & Brandt, 2000;Zohar, 2000).…”

Section: Running Head: Managing Diversity In Organizationsmentioning

confidence: 99%

See 2 more Smart Citations

Managing diversity in organizations: An integrative model and agenda for future research

Guillaume

Dawson

Priola

et al. 2013

European Journal of Work and Organizational Psychology

138

159

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The literature on policies, procedures, and practices of diversity management in organizations is currently fragmented and often contradictory in highlighting what is effective diversity management, and which organizational and societal factors facilitate or hinder its implementation. In order to provide a comprehensive and cohesive view of diversity management in organizations we develop a multilevel model informed by the social identity approach that explains, on the basis of a work motivation logic, the processes by, and the conditions under which employee dissimilarity within diverse work groups is related to innovation, effectiveness, and well-being. Building on this new model, we then identify those work group factors (e.g., climate for inclusion and supervisory leadership), organizational factors (e.g., diversity management policies and procedures, and top management's diversity beliefs) and societal factors (e.g., legislation, socio-economic situation, and culture) that are likely to contribute to the effective management of diversity in organizations. In our discussion of the theoretical implications of the proposed model we offer a set of propositions to serve as a guide for future research. We conclude with a discussion of possible limitations of the model and practical implications for managing diversity in organizations.

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Section: Standardssupporting

confidence: 58%

Section: Running Head: Managing Diversity In Organizationsmentioning

confidence: 99%

Section: Running Head: Managing Diversity In Organizationsmentioning

confidence: 99%

See 1 more Smart Citation

Managing diversity in organizations: An integrative model and agenda for future research

Guillaume

Dawson

Priola

et al. 2013

European Journal of Work and Organizational Psychology

138

159

View full text Add to dashboard Cite

show abstract

“…It has been commented that a good diversity strategy must address culture change to create a pro-diversity environment that supports diversity and incorporates differences [31] [32]. Also, researchers agree that differences in the women workforce participation rates can be attributed to social norms and culture [1].…”

Section: Societal Culture As a Moderatormentioning

confidence: 99%

The Impact of Diversity Climate for Women on Female Employees’ Intentions to Stay: A Cross-Cultural Study on South Korea and Norway

Kim¹

2017

AJIBM

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The purpose of this research was to examine what factors influence female workers' intentions to stay with their employer. The effect of diversity climate for women on female employees' intentions to stay was investigated. Also, based on compensation theory, this study hypothesized the moderation effect of a societal culture, especially Hofstede's masculinity-femininity dimension, on the association between diversity climate for women and female employees' intentions to stay. An experiment was conducted to test the hypotheses of this research using South Korea and Norway as study venues. The results revealed that there was a positive association between diversity climate for women and female employees' intentions to stay. Moreover, in the investigation of societal masculinity's moderating role, it was shown that diversity climate for women was highly influential in strengthening the intent to stay for female employees from a masculine society. On the other hand, for those from a feminine society, the impact of diversity climate for women was not as strong as for those from a masculine society. By clarifying the role that a societal culture played in female workers' intentions to stay with their employing organization, the results of this study emphasized the importance of supportive contexts not only at work, but also within a society.

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“…Diversity departments in organizations, which are often called D&I (Diversity & Inclusion), have worked with inclusion for many years and a wealth of descriptive books have included the matter (Ivancevich, Gilbert, 2000). Yet the area has only recently caught scholastic attention through renewed focus on diversity climate (Avery, McKay, 2010).…”

Section: Review Of Literaturementioning

confidence: 99%

Diversity and Inclusion in the Workplace: Employee Perception and Implications for Internal Brand Management

Szymańska

Aldighieri

2017

Int. conf. adv. bus. manag. law

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The study explores the issues connected with diversity and inclusion in the workplace and their application in internal branding. The authors draw attention to the depth of the problematics and identify the gaps in research results concerning the meaning of diversity management as a method of creating corporate image of the organization, both externally and internally.The purpose of the research is to investigate employees' perceptions on diversity in the workplace. It will develop insight into and knowledge of the current state of diversity in the workplace in Poland. Secondly, the results of the research are meant to help to accelerate the process of adapting and changing current management practices to meet the demands of a diversifying workforce. Besides, the authors investigate how diversity management can become an effective tool for internal branding as a crucial success factor.In the statistical study, the Mann-Whitney U test was used to assess differences between women and men. In the case of an independent variable related to the position held in the organization, the Kruskal-Wallis ANOVA analysis was used for comparison. In order to assess the relationship between nominal features, the Fisher's exact test -the chi-squared test was applied with the Yates's continuity correction for a 2x2 contingency table. For these tables, the contingency coefficient C of correlation was calculated. In the case of the scaled variables, to evaluate the relationship between them and the answers to the questions asked, Spearman's rank correlation coefficients were calculated.

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Doing Diversity Right: An Empirically Based Approach to Effective Diversity Management

Cited by 50 publications

References 95 publications

Managing diversity in organizations: An integrative model and agenda for future research

Managing diversity in organizations: An integrative model and agenda for future research

The Impact of Diversity Climate for Women on Female Employees’ Intentions to Stay: A Cross-Cultural Study on South Korea and Norway

Diversity and Inclusion in the Workplace: Employee Perception and Implications for Internal Brand Management

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