Alternative diversity management: Organizational practices fostering ethnic equality at work

Janssens, Maddy; Zanoni, Patrizia

doi:10.1016/j.scaman.2013.12.006

Cited by 136 publications

(148 citation statements)

References 53 publications

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“…the removal of obstacles to the full participation and contribution of employees to all formal and informal processes in the organization) (Mor Barak, 2015;Roberson, 2006). Inclusive organizations give all employees a voice, a sense of belonging, access to information, have them take part in decision-making, value their competencies and have them express multiple identities at work (Janssens and Zanoni, 2014;Mor Barak and Cherin, 1998). Our findings show that the board members of the disability network are the most vocal about inclusion as a value of their network.…”

Section: Organizational Level: Inclusion Abilities and Possibilitiesmentioning

confidence: 71%

Diversity Networks: Networking for Equality?

Dennissen

Brink

2016

AMPROC

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In recent years, the use of diversity networks as diversity management instruments in organizations has increased tremendously. Diversity networks support the needs of employees with different social identities, such as women, ethnic minorities, LGBTs, disabled and young people. The aim of this study is to come to a better understanding of how diversity networks contribute to equality by examining how diversity network leaders discursively construct the value of their networks against the backdrop of discourses on diversity and equality. We conducted a multiple case study of five different diversity networks in a financial service organization in the Netherlands. Our results show that network leaders tend to construct the value of their networks primarily in terms of individual career development and community building, to prevent their members' isolation. However, they are much less articulate about removing the barriers to inclusion in the organization as a core value of their networks. We conclude that the value of diversity networks is limited when these networks only address the individual and group levels of equality and leave systemic inequalities at the organizational level unchallenged.

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Section: Organizational Level: Inclusion Abilities and Possibilitiesmentioning

confidence: 71%

Diversity Networks: Networking for Equality?

Dennissen

Brink

2016

AMPROC

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“…Within the critical tradition, we can broadly distinguish between, on the one hand, 'radical-critical' works which tend to reject the manageability of diversity in organizational settings (e.g., Bissett, 2004;Kalonaityte, 2009;Swan, 2009) and, on the other hand, 'constructive-critical' works which follow a more modest approach. These latter works aim to reconcile the critical with the instrumental perspective to some degree by proposing diversity management approaches that are both economically successful and socially just (e.g., Janssens and Zanoni, 2014;Jonsen et al, 2013;Nishii and Özbilgin, 2007).…”

Section: Critical Perspectives On Diversity Managementmentioning

confidence: 99%

Diversity as Polyphony: Reconceptualizing Diversity Management from a Communication-Centered Perspective

Trittin

Schoeneborn

2015

J Bus Ethics

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“…A heightened display of masculinity is one such response, thereby accentuating the differences between masculine (Management) and feminine (Housekeeping) occupations (Ainsworth et al, 2014;Simpson, 2014). Privilege is upheld by masculine values with management holding the power by virtue of the class-based employer-employee relationship (Janssens and Zanoni, 2014).…”

Section: Resultsmentioning

confidence: 99%

The Intersections of Gender with Age and Ethnicity in Hotel Careers: Still the Same Old Privileges?

Mooney

Ryan²,

Harris³

2017

Gender, Work & Organization

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This article explains the value of an intersectional approach in sectoral research, using this lens to examine privilege and penalty in the female‐dominated hotel sector of New Zealand. Memory‐work and semi‐structured interviews explored the career experiences of long‐term hotel workers, highlighting the extent to which gender, intersecting with age, ethnicity and class, shape individual career choices. The key contribution of this article is to suggest that in hotels, as in other employment sectors, the apparent ‘level playing field’ at career‐entry point, where merit is presumed to regulate promotional opportunities, soon disappears as the workings of power and influence within the organizational context take hold: privileges and penalties intersect.

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Alternative diversity management: Organizational practices fostering ethnic equality at work

Cited by 136 publications

References 53 publications

Diversity Networks: Networking for Equality?

Diversity Networks: Networking for Equality?

Diversity as Polyphony: Reconceptualizing Diversity Management from a Communication-Centered Perspective

The Intersections of Gender with Age and Ethnicity in Hotel Careers: Still the Same Old Privileges?

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