Equal opportunity and diversity management meet downsizing

Abstract

Purpose -The purpose of this paper is to report on case study research of employment downsizing and the implications for equal opportunity and diversity management conducted in the UK airline industry during 2002/2003. Design/methodology/approach -Review of literature on downsizing and equal opportunity and diversity management followed by identification of a number of research questions which are answered with reference to secondary analysis of labour market data and interviews with key informants from senior management and line management. Findings -A planned approach to downsizing had been adopted that was strongly influenced by the human resources function in terms of equal opportunity and diversity management. An adverse impact on different employee groups had been avoided in order to sustain the diversity of the workforce.Research limitations/implications -The research focuses on the management of downsizing and equal opportunity and diversity management. It addresses the perceptions of managers involved in developing and implementing policy, but does not examine the perceptions of other employees. Practical implications -There are some reflections on ways in which equal opportunity and diversity management policy might adapt to organisational change and downsizing. Originality/value -This paper brings together two scholarly debates on downsizing and equal opportunity and diversity management, and provides case study evidence of how an equal opportunity and diversity management agenda is implemented during organisational restructuring and downsizing.

Rethinking Workforce Diversity Research Through Critical Perspectives: Emerging Patterns and Research Agenda

“…Kirton and Greene (2015), however, illustrate a contradiction and confusion regarding EOA by noting the distinction between the liberal approach (which focuses on social justice for the purpose of creating fair procedures which are the same for everyone) and the radical approach (which focuses on equally distributing rewards for the purpose of attaining an "equality of outcome") (Jewson and Mason, 1986). They do this because of the fact that both the liberal and radical approaches have been obscured because of a contradiction of approaches utilised in both public policy and organisational practice (Liff and Wajman, 1996;Bajawa and Woodall, 2006). Thus, diversity policies are proposed particularly in order to achieve organisational goals; in this respect, the concept of diversity is businessdriven rather than being social justice-oriented (Kaler, 2001).…”

Questioning impact: interconnection between extra-organizational resources and agency of equality and diversity officers

“…Critiques also highlight the risks of a shift in emphasis from standardized procedures for disadvantaged groups to tackle discriminatory practices, to recognizing the presumed value of diverse individual contributions to the well-being and success of an organization (Kirton and Greene 2005;Bajawa and Woodall 2006;Shen, Chanda, D'Netto and Monga 2009). The new recognition of difference comes with a health warning because a view of diversity and difference as a means to organizational ends, rather than as an end in itself, is problematic (Swan 2010).…”

Black and Minority Ethnic Leaders in the Health Sector

“…An exciting debate revolves around the correct way to undertake inequality and diversity at work and on the delivery of services (Bagshaw, 2004;Bajawa & Woodhall, 2006). Woodhams and Danieli (2004) argue that the focus in the United Kingdom is still on equal opportunities, with particular reference to legislation ensuring that people are treated fairly or "the same, " regardless of their diff erent cultures or backgrounds.…”