Lessening the difference is more – the relationship between diversity management and the perceived organizational climate for gay men and lesbians

Köllen, Thomas

doi:10.1080/09585192.2015.1088883

Cited by 34 publications

(33 citation statements)

References 133 publications

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“…LGBT diversity and inclusion in their companies (Köllen, 2016). Our research indicates a dissonance between the "perception of implementation" and the actual implementation in the MNEs that rely on generic policies.…”

Section: Recommendations and Implicationsmentioning

confidence: 71%

Global configurations in multinational enterprises, duality, and the challenge of LGBT inclusivity in unsympathetic host countries within Africa

Luiz

Spicer

2019

The International Journal of Human Resource Management

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The growing expectations regarding business and human rights poses significant challenges to multinational enterprises (MNEs) operating in diverse settings especially where there is a 'clash of values' between their home and host countries. For example, a MNE from a socially liberal home country such as Sweden operating in a socially repressed host country such as Saudi Arabia. Companies spend vast amounts of time and resources developing their values as part of their vision and mission statements. i MNEs operate in multiple international locations which may result in conflict between their expressed value systems and how they are able to articulate them in different host countries. This is compounded where a host country has legislative restrictions prohibiting the manifestation of certain human rights, which may affect the ability of a MNE seeking to respect human rights, it sees as core to its value system. A particular example of this is as regards LGBT (lesbian, gay, bisexual, and transgender) rights where there is a significant divide between parts of the world where this is being pursued and other parts where there is growing antagonism towards LGBT issues. This tension is pronounced when it affects the ability of a MNE to respect the rights of its own employees as would be the case with LGBT employees working in hostile environments which is the focus of our paper. With increasing levels of globalization, changing economic structures and the rising demand for global labor, MNEs are recognizing the added value that employees bring to the organization regardless of their race, gender, sexual orientation, religion etc. (Best, Soyode, Muller-Camen, & Boff, 2015; Syed & Özbilgin, 2009). MNEs are therefore increasingly employing individuals with

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Section: Recommendations and Implicationsmentioning

confidence: 71%

Global configurations in multinational enterprises, duality, and the challenge of LGBT inclusivity in unsympathetic host countries within Africa

Luiz

Spicer

2019

The International Journal of Human Resource Management

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“…Thus far, a particular focus has been on organizational practice and policy directives that are espoused as ways to effectuate diversity and inclusion outcomes. Such practices and directives include top leadership support (Chin et al, 2016), recruiting/selection practices (Griffith & Combs, 2015; McKay, Avery, Tonidandel, Morris, Hernandez & Hebl, 2007), training (Combs & Luthans, 2007; Kalinoski, Steele-Johnson, Peyton, Leas, Steinke, & Bowling, 2013), managerial accountability (Basford, Offermann, & Behrend, 2014), mentoring for diverse organizational members (Tran, 2014), and establishing interventions and strategies for creating organizational climates that leverage and maximize the benefits of diversity (Bilimoria & Liang, 2012; Bilimoria & Singer, 2019; Köllen, 2016).…”

Section: Diversity and Inclusion Literaturementioning

confidence: 99%

Introduction to the Special Topic Forum: Critical Discourse: Envisioning the Place and Future of Diversity and Inclusion in Organizations

Combs

Milošević

Bilimoria

2019

Journal of Leadership & Organizational Studies

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Management research has illustrated the critical importance of diversity and inclusion for organizational effectiveness. Although progress is evident towards building diverse and inclusive workplaces, challenges remain in both practical relevance and theoretical advancements. In this Special Topic Forum on the place and future of diversity and inclusion in organizations, we describe three important but often neglected areas of leadership and organizational studies: the multifaceted expressions of diversity, work relationships in diversity and inclusion, and diversity and inclusion at the organizational apex. In this introduction, we summarize the articles included in this Forum, and note that throughout the articles, the authors embark on an in-depth exploration of diversity and inclusion with a focus on these three under-developed areas of scholarship. To catalyze a critical discourse on the place and future of diversity and inclusion in contemporary organizations, here we review the important insights that the Forum’s authors provide. We then suggest opportunities for future theoretical and empirical work in the diversity and inclusion domain.

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“…Ensuring the 'safe haven' for the employees to express their sexual orientation and to develop a pleasant atmosphere to enhance the sexual orientation diversity at workplace take the organization to the next level regarding productivity (Fullerton, 2013). Diversity training is essential, and establishment has to make sure that they render the transparent and productive message to their employees by asserting on the importance of diversity and how all sorts of diversity create miracles in the workplace (Köllen, 2015).…”

Section: Formentioning

confidence: 99%

LGBT Diversity and Inclusion at Workplace – An Analysis of Changing Demographics

Singh¹

2018

IJMHRM

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Diversity and Inclusion are the critical elements of the workplace regardless the size of the organization. Today in the world around 27 million LGBT (Lesbian, Gay, Bisexual, and Transgender) is present, and around 8 million are in the US and 3.5 million are in Australia. These enormous numbers show that the workplace has to be LGBT supporter, and these talents cannot be ignored. At the higher management level, LGBT employees have strong interpersonal skills, empathy, creativity, and high emotional intelligence. It leads the team to expand its customer base and ability to retain the customer or clients as they will have a trust in the enterprise. Such initiates will improve the brand image of the business.

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Lessening the difference is more – the relationship between diversity management and the perceived organizational climate for gay men and lesbians

Cited by 34 publications

References 133 publications

Global configurations in multinational enterprises, duality, and the challenge of LGBT inclusivity in unsympathetic host countries within Africa

Global configurations in multinational enterprises, duality, and the challenge of LGBT inclusivity in unsympathetic host countries within Africa

Introduction to the Special Topic Forum: Critical Discourse: Envisioning the Place and Future of Diversity and Inclusion in Organizations

LGBT Diversity and Inclusion at Workplace – An Analysis of Changing Demographics

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