Les politiques de gestion de la diversité dans les organisations : Proposition de typologie à l’usage des chercheurs et des entreprises

Abstract

Cet article propose un cadre de référence avec des pistes d’action pour mettre en oeuvre les politiques de diversité des organisations. Un retour sur l’émergence et l’évolution du concept de diversité, aux Etats-Unis et en France, permet d’illustrer la contingence contextuelle de la notion, les tensions suscitées par son exportation, mais également les problématiques communes. A partir d’une analyse de la littérature sur les pratiques de diversité en France, nous proposons une typologie du management de la diversité en trois volets : (i) la lutte contre les discriminations, (ii) la valorisation des différences, et (iii) le renforcement du collectif sous une identité commune.

How Organizations can Develop Solidarity in the Workplace? A Case Study

“…In addition, the dialogical process that the manager went through with John and the team concerned sharing of common goods (customers) and collective participation (team) (Helin & Avenier, 2016). This type of dialogue can lead to inclusion (Haas & Shimada, 2014).…”

Making Change Happen: Exploring the Change Discourse of Managers in a CSR Context

“…Diversity managers play a crucial role in the implementation of diversity in organizations (Barel & Frémeaux, 2013, Haas & Shimada, 2014Tatli, 2011;Tatli & Ozbilgin, 2009). Yet few studies identify the strategies and practices implemented by CSR actors to generate change in their organizations and institutionalize diversity (Bereni et al, 2017;Tatli, 2011).…”

Legitimizing a Diversity Policy in a Challenging Environment: A Case Study of a French Business School

“…Although many companies first adopted diversity policies in response to regulatory pressures (Nkomo and Hoobler, 2014), diversity management has become a key strategic organizational issue (Chanlat et al, 2013). These policies combine aims that may sometimes compete: preventing discrimination, valuing differences and reinforcing the collective through the building of a common identity (Haas and Shimada, 2014), all expected to contribute to enhance economic performance (Cox, 2001). Gaining legitimacy may be particularly challenging as these policies are nested in ethical and juridical constraints, economic considerations and pressures to conform with stakeholder expectations (Bruna and Chanlat, 2017).…”

“…Yet although the policies are often praised for the principles they defend, stakeholder acceptance remains precarious in practice (Maxwell et al, 2001). The literature reveals that diversity management, which refers to how diversity policies are implemented, has been explored in a variety of contexts (Haas and Shimada, 2014), but how they are legitimized is still an important issue to be addressed.The legitimacy of policies promoting social values -defined by Suchman (1995, p. 574) as "a generalized perception or assumption that the actions of an entity are desirable, proper, or appropriate within some socially constructed system of norms, values, beliefs and definitions" -is a growing concern for organizations (Reast et al, 2013). The primary difficulty managers face is gaining acceptance of these policies on three dimensions at once: moral (a normative assessment of the policy's rightness for the organization), pragmatic (a cost-benefit assessment of the policy's value) and cognitive (the mere assessment of policy acceptance and understanding) (Claasen and Roloff, 2012).…”

“…Yet although the policies are often praised for the principles they defend, stakeholder acceptance remains precarious in practice (Maxwell et al, 2001). The literature reveals that diversity management, which refers to how diversity policies are implemented, has been explored in a variety of contexts (Haas and Shimada, 2014), but how they are legitimized is still an important issue to be addressed.…”