What is the Australian model for managing cultural diversity?

Abstract

PurposeThis paper seeks to assess the Australian approach to managing a culturally diverse workforce by examining the outcomes of this approach.Design/methodology/approachThe paper applies Syed and Özbilgin's relational, multilevel framework for managing diversity to study policies at three interrelated levels. At the macro‐national level, the paper examines legal and public policy initiatives for managing cultural diversity. At the meso‐organisational level, the paper discusses a variety of workplace diversity management approaches. This discussion encompasses the legal requirements for organisations to remove discrimination, and to create an equal employment opportunity workplace. A voluntary management approach known as “diversity management” is also outlined. At the micro‐individual level, the paper examines unique employment‐related issues faced by ethnic minority workers because of their ethnic, linguistic and religious identities. The multilevel perspectives are synthesised in a model labelled “the Australian model for managing cultural diversity”.FindingsThe legal framework in Australia places only limited obligations on organisations to manage cultural diversity. As a consequence, while a range of organisational responses have proliferated, an integrated approach towards managing culturally diverse workers is absent. The paper argues that, unless cultural diversity is tackled at multiple levels and in a more integrated way, any attempt to either understand or manage such diversity may prove unrealistic.Originality/valueThe paper offers helpful advice to decision makers at the macro‐national and meso‐organisational policy levels vis‐à‐vis developing a realistic understanding of managing diversity through a multilevel framework.

Veiled diversity? Workplace experiences of Muslim women in Australia

“…Previous research has highlighted the role of media and politics in the creation and/or reinforcement of stereotypes of ethnic minority migrants (e.g., Dreher, 2006;Syed & Kramar, 2010), with similar roles evident in the current study, as expressed in the following excerpt: I think the Australian media mainly targets the Muslim population, especially Muslim women. That is the reason I faced some problems at my office.…”

“…However, the policy is characterised by a focus on skill and economic outcomes of diversity, while ignoring the broader socio-cultural and structural challenges that migrant workers might face in Australian society and the labour market. Moreover, a number of Australian organisations appear to pay lip service to a number of diversity issues, for despite equity policies there appears to be a lack of cultural inclusiveness (Syed & Kramar, 2010). Dreher's (2006) review of the state of racial/religious discrimination in Australia suggests that there is a strong link between visible markers of "difference" such as wearing the hijab (veil) or a turban and experiences of prejudice and assault.…”

“…In Australia a general policy titled "Diversity Works" aims to promote crosscultural understanding in the Australian population and to improve the level of awareness in businesses about the potential economic value offered by diverse employees (Syed & Kramar, 2010). The policy is based on the premise that effective workplace diversity management will improve organisational productivity by a concentration on skills (Cope & Kalantzis, 1997).…”

The complex concept of sustainable of diversity management

“…A lack of understanding of local laws or language, or through limited social contacts, can prevent full participation by employees (Syed, and Kramar, 2009 …”

“…Clearly, employees are not just constructed by their skills and abilities, but by their ethnic background and social history (Syed, and Kramar, 2009). These differences can also lead to obstructions in implementing a diversity-management policy.…”