The importance of strategic change in achieving equity in diversity

French, Erica

doi:10.1002/jsc.708

Cited by 15 publications

(8 citation statements)

References 19 publications

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“…Although BRAC as an NGO is a gender sensitive and female‐friendly organization, qualitative findings demonstrated unfair treatment between male and female employees with longer organizational tenure, consistent with previous research findings (Alkadry & Tower, ; Cho & Mor Barak, ; Cox, ; Ely, ; French, ; Ibarra, ; Mor Barak, Findler, & Wind, ). Response amplification theory indicates that individuals' feelings of aversion or hostility clash with feelings of sympathy or compassion, and this conflict is resolved by defending one and denying the other, which results in extreme behavior toward the target – in this case a person with a disability (Colella & Varma, ).…”

Section: Discussionsupporting

confidence: 88%

Diversity‐related employee attitudes and perceptions in Bangladesh: A case study on the Bangladesh Rural Advancement Committee

Cho

Sultana²

2017

Asian Soc Wrk & Pol Rev

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Bangladesh is perceived as homogenous, often resulting in hidden discrimination for those considered to belong to minority groups. Little research has been conducted on the characteristics of diversity as predictors of work attitude and behavior in relation to organizational commitment and job performance in Bangladesh. This study examines conditions in a leading international, non-governmental development organization, the Bangladesh Rural Advancement Committee (BRAC). The purpose of this study is to explore employees' perceptions and work attitudes and how these relate to organizational commitment and job performance. A phenomenological research strategy was used to understand the unique culture of Bangladesh and workplace diversity at BRAC. Data was collected through in-depth interviews with BRAC employees currently working in the head office, using a purposive, convenient sampling method. Both positive and negative feelings and perceptions were revealed: positive factors include gender sensitivity in the workplace, positive organizational support, organizational goodwill, organizational culture, and longer tenure and seniority; negative factors include job insecurity, dissatisfaction with salary grades and gaps, promotions, and issues pertaining to disabilities, ethnicity, and supervisors' evaluations. These results have implications for organizational and governmental policy.

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Section: Discussionsupporting

confidence: 88%

Diversity‐related employee attitudes and perceptions in Bangladesh: A case study on the Bangladesh Rural Advancement Committee

Cho

Sultana²

2017

Asian Soc Wrk & Pol Rev

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“…For example, Holzer and Neumark (2000) reported that the number of affirmative action practices used by employers increased the hiring of women and minorities into organizations. Similarly, French (2005) and Konrad and Linnehan (1995) found certain HRM practices were associated with positive employment outcomes for women and minorities.…”

Section: Introductionmentioning

confidence: 93%

Why Organizations Choose to Manage Diversity? Toward a Leadership-Based Theoretical Framework

2008

Human Resource Development Review

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Research suggests that equal employment opportunity (EEO) legislation and affirmative action programs (AAPs) have been only partially successful in promoting women and minorities in the workplace. Firms are voluntarily pursuing diversity management, but only when business objectives coincide with the needs of women and minorities. Thus, the question of what factors are needed to help women and minorities advance in the workplace merits further investigation. Although top executive support is believed to be crucial to managing diversity, few studies have linked CEO commitment to diversity outcomes. This article proposes a theoretical framework for linking CEO commitment to diversity practices. Specifically, CEO commitment is expected to mediate the relationships between the leader's demographic characteristics and personal factors—consisting of values, cognition, and leadership styles—and a firm's strategic orientation toward managing diversity. This article further argues that without CEO commitment, institutional and environmental factors (e.g., legislation) are limited in promoting workplace diversity. Implications for research and practice are discussed.

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“…Speaking in general terms, the fair treatment is that which has or has exhibited fairness, being terms that are synonyms: just, objective, or impartial. Many authors, like French, in [12] the argument is that equality has to do with justice, for example the distribution of resources or of installations or public service infrastructures, and in the same manner the achievement of equality in diversity has been identified within as a problem of selection and distribution. Synthesized, one can say that the equality represents an argument concerning the willingness for justice, understanding this as a complicated pattern of decisions, actions, and results in which each element engages as a member of the subset given.…”

Section: Equity Diversity and Dispersionmentioning

confidence: 99%

“…In this problem the objective function (11) is the average of the sum of the distances between the selected elements, the constraint (12) indicates that at least two elements should be selected. Just as presented in [20], this is a fractional binary optimization problem, but can be linearized utilizing new binary variables, this way the problem is formulated for the equations (14) to (19):…”

Section: The Max-mean Problemmentioning

confidence: 99%

Grasp and Path Relinking to Solve the Problem of Selecting Efficient Work Teams

Sandoya¹,

Aceves²

2013

Recent Advances on Meta-Heuristics and Their Application to Real Scenarios

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Additional information is available at the end of the chapter http://dx.doi.org/10.5772/53700 . IntroductionThe process of selecting objects, activities, people, projects, resources, etc. is one of the activities that is frequently realized by human beings with some objective, and based on one or more criteria economical, space, emotional, political, etc. For example, as a daily experience people should select what means of transportation and routes to utilize to arrive at a determined destination according to the price, duration of the trip, etc. In these cases, one must select the best subset of elements based on a large set of possibilities, the best in some sense, and in many cases there is an interest in the selected elements not appearing amongst themselves, if not it is better that they have different characteristics so that they can represent the existing diversity in the collection of original possibilities. Of course at this level people make these decisions intuitively, but commonsense, generally, is not a good advisor with problems that require optimized decision-making, and simple procedures that apparently offer effective solutions lead to bad decisions, thus this can be avoided by applying mathematical models that can guarantee obtainable effective solutions. In other human activities the selection of this subset has economic implications that involve a selection of a more diverse subset, a crucial decision, and difficult to obtain, which requires a correct process of optimization guided by a methodical form.In the Operations Research literature, the maximum diversity problem MDP can be formulated by the following manner If V = { , , ⋯ , n } is the original set, and M is the selected subset, M ⊂ V , the search for optimizing the objective is as follows

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The importance of strategic change in achieving equity in diversity

Cited by 15 publications

References 19 publications

Diversity‐related employee attitudes and perceptions in Bangladesh: A case study on the Bangladesh Rural Advancement Committee

Diversity‐related employee attitudes and perceptions in Bangladesh: A case study on the Bangladesh Rural Advancement Committee

Why Organizations Choose to Manage Diversity? Toward a Leadership-Based Theoretical Framework

Grasp and Path Relinking to Solve the Problem of Selecting Efficient Work Teams

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