Managing workforce diversity in the Australian manufacturing industry

Dagher, Joseph; D’Netto, Brian

doi:10.1002/(sici)1520-6564(199821)8:2<177::aid-hfm6>3.0.co;2-0

Cited by 18 publications

(6 citation statements)

References 7 publications

(13 reference statements)

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“…However, there is still some scope for improvement as the mean score is 4.75. Our analysis of the data leads us to believe that while there has been some improvement, the failure of Australian employers to fully recognise and reward migrants' past experiences and qualifications persists (Dagher, D'Netto and Sohal 1998). Equitable diversity management practices in remuneration are important as pay inequity contributes to high job dissatisfaction and de-motivation (McLoughlin and Carr 1997;Van den Bos et al 1997).…”

Section: Discussionmentioning

confidence: 99%

“…In Australia, cultural diversity has emerged as one of the most important dimensions of diversity in the workplace. Cultural diversity management stresses building specific skills, creating policies, and drafting practices that get the best from every employee in a multicultural work force (Dagher, D'Netto and Sohal 1998;D'Netto and Sohal 1999;Roberson 2005). Cultural diversity management therefore, is about managing the differences and similarities of employees; or the degree of 'otherness' felt by individuals.…”

Section: Introductionmentioning

confidence: 99%

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Cultural diversity management in Australian manufacturing organisations

Fenwick¹,

Costa

D’Netto

2011

Asia Pacific Journal of Human Resources

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Australia has a high level of cultural diversity, particularly within the manufacturing sector. Yet the management of cultural diversity in Australia has only been mediocre. The aim of this study was to examine whether human resource diversity management practices in the Australian manufacturing sector have improved since the previous study by D'Netto and Sohal (1999). The intervening period has been characterised by the progression of diversity management research and practice from nascency to acceptance as a mature sub‐field of management and human resource management. In addition, significant changes have occurred in the manufacturing sector. The results of our study of 119 manufacturing organisations indicated that positive changes in HR diversity management have occurred with the passage of time. The overall performance of manufacturing organisations in Australia, with respect to the use of human resource diversity management practices is no longer ‘mediocre’ and can now be classified as ‘above average’. While there is still considerable scope for improvement, especially in the area of recruitment, we found that employers in the Australian manufacturing sector value diversity and recognise the benefits of diversity. We explain the findings of our study and discuss the implications for future research.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Cultural diversity management in Australian manufacturing organisations

Fenwick¹,

Costa

D’Netto

2011

Asia Pacific Journal of Human Resources

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“…According to Jabbour, Gordono, Oliveira, Martinez and Battistelle (2011) there is a set of human resources practices, that through including diversity could support diversity management practices, including human resources planning, recruiting and selecting, integrating human resources, analysis and description of functions, performance assessment, remuneration and incentives, hygiene and work safety, professional and personal development or human resources audit and control. The importance of including diversity management into human resources practices has been analysed in relation to various processes: motivation (Wziątek-Staśko, 2014;Maj, 2016), recruitment (Dolot, 2014;Józefowicz and Jedynak, 2016), training and development (Dagher, D'Netto and Sohal, 1998;Beaver and Hutchings, 2005), talent management (Hanif, Shao, Ziaullah and Hanif, 2014;Piech, 2016), remuneration (Dagher et al, 1998), performance assessment (Dagher et al, 1998), human resources audit and control (Cukier and Smarz, 2012).…”

Section: Diversity Management and Human Resources Managementmentioning

confidence: 99%

Intersections Between Diversity Management and Human Resources Management in Polish Enterprises

Maj

2017

JCRL

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Purpose: The organisational environment enterprises operate in is constantly changing. Organisations and whole industries seek new ways of achieving competitive advantage and becoming innovative. Additionally socio-demographic changes like population ageing, migrations force organisations to adapt their management styles. One of the possible solutions for those challenges is diversity management. The main goal of this paper is to identify the intersections between diversity management and human resources management in organisations and in consequence to determine where in the organisations' structure and strategy diversity management is being implemented in the analysed organisations. Design/methodology/approach: For the purpose of this paper telephone-depth-interviews (TDIs) with representatives from companies implementing diversity management were conducted. The enterprises were chosen through purposive sampling. The organisations were firstly screened for implementing diversity management through an analysis of their websites and reports. The organisations implementing diversity management and informing stakeholders about it through their websites and reports were further included into the study. The respondents chosen for the TDIs were representatives of the organisations responsible for diversity management or indicated by the company itself as the most competent to give information about the diversity management related actions of organisations. Journal of Corporate responsibility and leadershipManaging WorkforCe diversity Jolanta MajFindings: The conducted research suggests that analysed organisations implement a wide range of possible HR approaches to diversity management from diversity enlargement, implemented by most of the organisations through a special diversity oriented recruitment process, diversity sensitivity achieved mostly through diversity trainings, diversity audit realized through social and diversity indicators and reporting to the strategy for achieving organisational outcomes implemented by single organisations through developing a horizontal approach to diversity management.Research and practical limitations/implications: For the purpose of this paper a qualitative research approach was chosen. Therefore, the presented results are not representative, but, due to the fact that only a few organisations in Poland implement diversity management, the entities interviewed for the purpose of this paper can be treated as flagships of this strategy in Poland and as a kind of good practices. Originality/value: The paper examines the intersections between diversity management and human resources management in selected Polish organisations. Due to the fact that diversity management is not a widespread approach in Polish organisations, the paper gives insight into the exiting solutions of implementing it and combining it with human resources management. Paper type: research paper.

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“…It is necessary for HR managers to decide what benefits to offer and how best to pay the workforce (Boudreau & Milkovich 1988). D’Netto (1997) suggests that performance appraisal could measure and evaluate how well employees are doing their job, correct their mistakes and acquire new skills. HR information for estimating and budgeting includes performance appraisal, external and internal staffing, training and development, compensation and benefits, and employee relations.…”

Section: Human Resource Informationmentioning

confidence: 99%

Towards a human resource information system for Australian construction companies

Ng¹,

Skitmore²,

Sharma³

2001

Eng Const Arch Manage

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The casual nature of employment in the construction industry makes planning human asset requirements a vague exercise. Human resource information systems (HRISs) offer a means of coping with these problems through improvements in the reliability, accuracy and accessibility of the human resources (HR) information. Aimed at improving the understanding of construction HRISs, interviews were carried out with three leading construction companies in Australia. The HR needs of the companies were examined by identifying the HR‐related functions and activities conducted, the internal and external users of HR information, the type of data needed, and the specific purpose of those data. Twenty‐three HR activities were identified and grouped into seven major functions: project management and control, strategic planning, review and analysis, employee profile, employee performance, HR development, payroll and accounting support, and information systems outside the company. The HR information for each function was established. The findings of this study may facilitate the development of a HRIS for construction companies.

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Managing workforce diversity in the Australian manufacturing industry

Cited by 18 publications

References 7 publications

Cultural diversity management in Australian manufacturing organisations

Cultural diversity management in Australian manufacturing organisations

Intersections Between Diversity Management and Human Resources Management in Polish Enterprises

Towards a human resource information system for Australian construction companies

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