Walking the Talk on Diversity: CEO Beliefs, Moral Values, and the Implementation of Workplace Diversity Practices

Ng, Eddy S.; Sears, Greg J.

doi:10.1007/s10551-018-4051-7

Cited by 94 publications

(63 citation statements)

References 86 publications

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“…In previous research, it has sometimes been argued that moral values may also have an effect on diversity management activities (e.g. Syed and Kramar, 2009;van Dijk et al, 2012;Ng and Sears, 2018). Our results confirm this claim.…”

Section: Discussionsupporting

confidence: 90%

“…Yet another stream of studies brings out that moral values such as the duty to advance equal opportunity may also play a role (e.g. Rodriquez, 2004;MacKenzie and Forde, 2009;Bartram, 2010;Olsens and Martins, 2012;van Dijk et al, 2012;Almeida et al, 2015;Ng and Sears, 2018). In this study, we show that the distinction commonly made in the previous literature between the economic and moral values that guide organizations in what they do with regard to workforce diversity (particularly, here, the recruitment of foreign employees) may be too simplistic.…”

Section: Introductionmentioning

confidence: 58%

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Company values guiding the recruitment of employees with a foreign background

Lämsä

Mattila

Lähdesmäki

et al. 2019

BJM

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Purpose In this paper, the following research question is addressed: Why do business organisations recruit employees with a foreign background? This was examined in terms of the values that guide organisations and their management. The paper aims to discuss this issue. Design/methodology/approach The study focused on two businesses in Finland that are pioneers in the recruitment of immigrants. A case study approach was adopted. The research data consist of interviews and documentary data. The data were analysed using content analysis in accordance with grounded theory. Findings Companies can act as an enabling force in the integration of immigrants into the local labour market, especially when the company’s value basis extends beyond only economic values. Research limitations/implications The study was conducted only in two case companies in Finland. Practical implications Companies have the potential to affect local people’s attitudes towards immigrants as workers. This is important because many western societies are likely to face a labour shortage in the future due to the ageing population and low birth rate. Originality/value Prior research has mostly investigated the topic from the viewpoints of the immigrants themselves and of policy makers. The value of this study is that it makes the employers’ viewpoint visible. The dominant theories applied in the field of immigrant recruitment are inadequate to explain employers’ behaviour because of their underlying assumption of the overwhelming importance of economic values in decision making.

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Section: Discussionsupporting

confidence: 90%

Section: Introductionmentioning

confidence: 58%

Company values guiding the recruitment of employees with a foreign background

Lämsä

Mattila

Lähdesmäki

et al. 2019

BJM

View full text Add to dashboard Cite

show abstract

“…Responsibility and accountability are key factors in the success of any diversity or change management initiative [70]. Managers at all levels should be held accountable for diversity results at their level [71].…”

Section: Discussionmentioning

confidence: 99%

Workforce Localization in the Arab Gulf Countries: How Do Organizations Socialize the Members of a Powerful Minority?

2020

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This paper addresses a key social–cultural aspect of sustainability in the Gulf region: Workforce localization (WL). Our research objective is to empirically explore organizational socialization (OS) practices in the context of WL in the United Arab Emirates (UAE), where National Citizens (NCs) are a powerful minority in the workforce. This research adopts a qualitative methodology, using semi-structured interviews with managers in charge of the WL program in 14 organizations in the UAE, across different industrial sectors and ownership. We found five major OS practices: Establishing thorough orientation programs, providing formal training programs (skills, diversity/cultural awareness, supervisor, mentoring and coaching team building), redesigning NCs’ jobs and work teams, engaging expatriates in NCs’ OS processes, and organizing networking events. All organizations rigorously evaluated the effectiveness of their OS practices. This study contributes to the empirical literature on management OS, WL, and diversity management in a non-western, emerging Arab country. It contributes to theory development on the content of OS practices, showing how a minority can be a powerful group around whom socialization processes are tailored to integrate them fully into the organization. Practically, our findings inform managers of how to adapt their existing OS practices to the specific needs of minority members, and support Gulf Cooperation Council (GCC)-based organizations and policymakers with the design, monitoring, and implementation of WL programs, and with the development of a sustainable workforce.

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“…Indeed, it is possible that social‐informal inclusion emerged as a key predictor of migrant career outcomes beyond other dimensions of inclusion (e.g., workgroup, organizational, supervisor, and higher management inclusion) because this form of inclusion may be viewed as more personally meaningful. Providing support that is more personal and individualized may convey a stronger message of inclusion than (formal) organizational and managerial pronouncements of inclusion that can be perceived as less genuine and convincing (Samuels, ; Ng and Sears, ).…”

Section: Discussionmentioning

confidence: 99%

Determinants of Migrant Career Success: A Study of Recent Skilled Migrants in Australia

Rajendran

Sears

et al. 2019

International Migration

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Australia has been aggressively pursuing skilled migrants to sustain its population and foster economic growth. However, many skilled migrants experience a downward career move upon migration to Australia. Based on a survey of recent skilled migrants, this study investigates how individual (age, years of settlement, qualifications), national/societal (citizenship and settlement), and organization‐level (climate of inclusion) factors influence their career success. Overall, we found that: (1) age at migration matters more than length of settlement in predicting skilled migrant career success; (2) citizenship uptake and living in a neighbourhood with a greater number of families from the same country of origin facilitate post‐migration career success; and (3) perceptions of one's social/informal networks in the workplace – a dimension of perceived organizational climate of inclusion – also have a positive impact on migrant career outcomes.

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Walking the Talk on Diversity: CEO Beliefs, Moral Values, and the Implementation of Workplace Diversity Practices

Abstract: This Article is brought to you for free and open access by the Faculty Scholarship at Bucknell Digital Commons. It has been accepted for inclusion in Faculty Journal Articles by an authorized administrator of Bucknell Digital Commons. For more information, please contact

Cited by 94 publications

References 86 publications

Company values guiding the recruitment of employees with a foreign background

Company values guiding the recruitment of employees with a foreign background

Workforce Localization in the Arab Gulf Countries: How Do Organizations Socialize the Members of a Powerful Minority?

Determinants of Migrant Career Success: A Study of Recent Skilled Migrants in Australia

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