Organizational diversity programs across cultures: effects on absenteeism, turnover, performance and innovation

“…Sawyerr et al, 2005;Triana et al, 2012). On one hand, when one looks at the effects and practices of the diversity programs research, it is somewhat revealing the lack of concern with attaining a more balanced organizational demography inside companies (Demuijnck, 2009;Dobbin et al, 2011;Kalev et al, 2006;Peretz et al, 2015;Prasad et al, 2011;Roundtree, 2011;Wentling, 2000). On the other hand, the barriers to diversity have been huge encompassing human, psychological, organizational and institutional dimensions (Konrad, 2006).…”

Section: Theoretical Backgroundmentioning

confidence: 96%

Organizations workforce demographic age preferences: multiple case-studies from Brazil

Vasconcelos¹

2016

Journal of Management Development

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2016),"Attachment and mentoring: Relations with junior faculty's organizational commitment and intent to turnover", Journal of Management Development, Vol. 35 Iss 3 pp. 360-381 http:// dx.Access to this document was granted through an Emerald subscription provided by emeraldsrm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to identify whether there is some common pattern between organizations that give primacy either to younger workforce or to older one. Design/methodology/approach -It depicts the empirical evidence of eight case studies and some theoretical contributions thereof. All case units are considered outstanding employers in Brazil business scenario, given the magnitude of their human resource (HR) feats and society acknowledgements. Taken together, they are eight representative cases derived from Época magazine and Great Place to Work® Institute 2013 list. Findings -Case units exhibited strongest group age preferences on an ongoing basis. Rather, they depicted an unbalanced labor force demographic age frame for the sake of their own HR choices. As a result, they all could be labeled as age bias companies in a more or less degree. Given that their options (i.e. percentage of preferences) have been somewhat consistent during the period of analysis, one may therefore infer that such options have been buttressed by the leadership held values. Surprisingly, all case units had not provided logical arguments or wise explanations in light of their decisions related to it. Moreover, the companies had not offered compelling evidence that they were implementing robust diversity and inclusion polices aiming to provide an equalitarian treatment to all age groups or that they were at least paying attention to these issues in a coherent form. In fact, they have been astonishingly silent on these matters. Research limitations/implications -The purposeful sample strategy that was carried out in this study does not permit that the results be generalized. Actually, they are derived from only a specific cohort of companies -to some extent, they are outliers in the list of the best organizations to work for in Brazil -that has been noticeable for their extreme workforce ...

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“…Donaldson, ). One key contextual variable that can affect the impact of HR activities, including FWAs, is the societal culture in which the firm is embedded (e.g., Peretz & Fried, ; Peretz, Levi, & Fried, ; Peretz & Rosenblatt, ; Rabl, Jayasinghe, Gerhart, & Kuhlmann, ). Although research has shown that FWAs have the potential to improve psychological and behavioural outcomes such as burnout, retention, and organisational performance indicators (e.g., Stavrou, ), several studies have also shown that the use and effects of FWAs differ significantly across nations with different societal cultural characteristics.…”

Section: Introductionmentioning

confidence: 99%

Flexible work arrangements, national culture, organisational characteristics, and organisational outcomes: A study across 21 countries

Peretz

Fried

Levi

2017

Human Res Mgmt Journal

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Using a contingency perspective, we investigated two complementary topics: (a) the influence of the GLOBE national cultural values and key organisational variables on employee use of flexible work arrangements (FWAs), and (b) the contribution of the level of congruence between cultural values and FWA use on absenteeism and turnover. The results, based on Cranfield Network on Comparative Human Resource Management—a large data set across multiple countries—supported the hypothesised effects of the cultural values on employee use of FWAs and the moderating effects of these cultural values on FWA use and organisational outcomes. Specifically, we found that national cultural values and organisational characteristics were related to outcomes via FWA use; and employees' use of FWAs had the overall effect of reducing absenteeism and turnover, but this effect was weakened when the FWAs were not consistent with cultural values. Theoretically, our results add to our knowledge and understanding of the effects of FWA use on absenteeism and turnover under different degrees of “fit” with cultural context. From a practical perspective, our results suggest that organisations should consider national cultural characteristics before implementing FWAs. A misfit between national culture and FWAs would potentially reduce employee use of FWAs and increase the likelihood of absenteeism and turnover.

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Organizational diversity programs across cultures: effects on absenteeism, turnover, performance and innovation

Cited by 84 publications

References 68 publications

Antecedents and outcomes of managing diversity in a UK context: test of a mediation model

Antecedents and outcomes of managing diversity in a UK context: test of a mediation model

Organizations workforce demographic age preferences: multiple case-studies from Brazil

Flexible work arrangements, national culture, organisational characteristics, and organisational outcomes: A study across 21 countries

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