Tensions and Challenges in the Management of Diversity and Inclusion in IT Services Multinationals in India

Abstract

Information technology (IT) services multinationals in India provide rich environments for the analysis of emerging patterns of diversity and inclusion management. Growing interest in this field of management has been accentuated by claims tabled by the business case and resource‐based rationales. However, challenges and tensions potentially undermine not only the viability of these assertions, but also the impact of diversity and inclusion interventions themselves. This article investigates the tensions and challenges faced by a sample of firms in India in relation to age, gender, and intra‐ and international diversity. The findings shed light on the implications of these tensions for HR management in these organizations, which need to be addressed if the claims put forward by the business‐ and resource‐based perspectives are to be realized and the management of diversity and inclusion is to be successfully aligned with business and HR strategies. © 2014 Wiley Periodicals, Inc.

Colliding Employer-Employee Perspectives of Employee Turnover: Evidence from a Born-Global Industry

“…Further, following Miles and Huberman (), a conceptually clustered set of visual displays in the form of tables and matrices were developed to aid the analysis. This template‐based approach was adopted for the integrated analysis of the interview data because it was found to be well suited to the examination of participants’ perceptions and allowed for “iterative flexibility” (see latest research by Donnelly, in press, as an example). This was particularly useful, as it helped make sense of the alternate thematic structures that were evident in the conflicting accounts of employee reasons to quit and the managerial responses of the HRM strategies employed to attract, motivate, and retain knowledge workers.…”

Age diversity management and organisational outcomes: The role of diversity perspectives

“…The research on generational differences, stereotypes, and discrimination helps with diversity training (Armstrong‐Stassen & Templer, ). Organisational age diversity, processes, and outcomes research provide evidence for a business case for age diversity and thus help managers in seeking top‐management commitment (Donnelly, ), whereas perceived diversity practices and employee outcomes research assist managers to micro‐manage employee perceptions (Kooij et al, ). However, it is the age diversity management research that can equip managers with the necessary tools (i.e., practices and programmes, such as examining performance rating distributions for aged employees and sponsoring an aged employees' support group) to manage an age‐diverse workforce for positive outcomes (Boehm & Dwertmann, ; Kulik, Ryan, Harper, & George, ; Truxillo & Fraccaroli, ).…”

Diversity Management and Its Impact on HRM Practices: Evidence from Kuwaiti Companies

“…Several studies have pointed out to divergent HRM rhetoric from the real implementation of diversity and inclusion management strategies along the dimensions of age, gender and intra-and-international variations (Donnelly, 2015). Most of employees belonging to ethnic minorities were not aware of the existence of a formal commitment in their companies to promote diversity.…”

“…Eventually, as Cooke and Saini (2010) explained, the nature of diversity management initiatives depends also on the attitude and the background of the Chief Executive Officer. In the same vein, knowledge intensive multinationals are more expected to undertake more proactive diversity and inclusion management in order to support their competitive advantage (Donnelly, 2015).…”

“…Therefore, several authors have suggested comprehensive frameworks to grasp diversity construct. For instance, Ardakani et al(2016) There is limited evidence, indeed, on how diversity and inclusion issues are managed in emerging economies (Donnelly, 2015). Most studies investigating diversity management were conducted in Western countries using qualitative research protocols.…”