A comparison of the legislated employment equity program, federal contractors program, and financial post 500 firms

Abstract

We investigated the impact of employment equity legislation, compliance

CEO Leadership Styles and the Implementation of Organizational Diversity Practices: Moderating Effects of Social Values and Age

“…In this respect, transactional leaders manage employees partly through the use of contingent rewards and punishments and an exchange process that encourages compliance with organizational objectives (Bass 1985). Given that transactional leaders tend to adopt a quid pro quo approach to management, favor a utility maximization approach in their decision-making, and are particularly concerned with following rules and regulations (Bass 1985;Groves 2010;Judge and Piccolo 2004), these leaders may mainly be inclined to manage diversity when legislation (e.g., ''Employment Equity'' legislation in Canada) is in place requiring that an organization act to improve minority group inclusivity and representation levels (Ng and Burke 2010). In the absence of this legislation, however, transactional leaders may have neither the personal motivation nor transformational leadership attributes (i.e., individualized consideration, idealized influence, and inspirational motivation) required to implement diversity management initiatives.…”

Diversity and inclusion for LGBT workers: Current issues and new horizons for research

“…Even within countries that claim to be "liberal" and "inclusive" of LGBT people, the picture is more complex than it might at first appear. Ng & Burke, 2010). This situation is deplorable, requiring urgent empirical investigation and political action.…”

The glass ceiling in context: the influence of CEO gender, recruitment practices and firm internationalisation on the representation of women in management

“…Indeed, a Canadian national workplace study on wage differentials found that foreign ownership of firms was one of the strongest organisation‐level predictors of wage gaps between women and men (Statistics Canada, ). Foreign firms may be less sensitive to host country imperatives to hire women and to implement inclusive HR programs (Globerman et al ., ), or they may simply choose not to (Ng and Burke, ). Based on the preceding discussion, we propose thatHypothesis Foreign ownership of firms will be associated with a lower percentage of women in management in the firm's host country operations.…”

“…For foreign-owned firms, if the costs of implementing gender equity programs (e.g. work/life flexibility and developmental programs for women) exceed the benefits of having a greater proportion of women in their workforce, they may simply choose not to implement these programs (Ng and Burke, 2010). Indeed, there is evidence to suggest that foreign-owned firms operating in the West may be less inclined to invest in the recruitment and development of female employees.…”