Managing workplace religious expression within the legal constraints

Hambler, Andrew

doi:10.1108/er-03-2015-0054

Cited by 12 publications

(7 citation statements)

References 23 publications

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“…While this study is conducted in France with its unique characteristics, we argue that our findings may also have broader implications as France shares some legal underpinnings with other EU members such as the European Convention of Human Rights and Fundamental Freedoms as well as the Equal Treatment Framework Directive which prohibits discrimination on the grounds of religion and beliefs in the EU (Hambler, 2016).…”

Section: Methodsmentioning

confidence: 98%

“…While European countries do not have the obligation to reasonably accommodate for religion or belief, many managers actually do provide accommodations (Bader et al , 2013) especially since many accommodations are relatively minor (Galindo and Zannad, 2012). Indeed, religious diversity may lead individual workers to ask for specific workplace accommodations related to prayer, religious celebrations and dress code (Hambler, 2016; Howard, 2012). However, there are restrictions to the right to express one’s religious beliefs freely under the condition that they are “justified by the nature of the task to be performed and proportionate to the intended purpose.” It is important to acknowledge differences between European Union (EU) member states when it comes to tolerating, accepting or accommodating religious dress, holidays or other practices of religiously observant employees (Alidadi et al , 2012).…”

Section: Literature Reviewmentioning

confidence: 99%

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Managing religious diversity in secular organizations in France

Hennekam

Peterson

Tahssain-Gay

et al. 2018

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Purpose The purpose of this paper is to examine how managers deal with religious diversity in secular organizations in France. Design/methodology/approach In total, 28 semi-structured in-depth interviews with managers in France were conducted, transcribed and analyzed. Findings The findings reveal three distinct strategies. First, the authors identified a “flexibility within the rules” strategy in which managers try to accommodate religious practices by making allowances, create mutual understanding and trust. Second, a “separation strategy” emerged in which managers keep work and religion clearly separated. Those managers expressed a strong adherence to rules and perceived the implementation of allowances difficult not only for their own organization but also in light of third parties with whom they worked. Third, the findings reveal a “common-ground” strategy in which managers stressed the communalities between individual workers, downplayed their differences and sought to create a strong corporate culture to which all employees could relate. Practical implications The expression of religious beliefs in the workplace is increasing. However, little is known about how managers deal with the perceived clash of secularism and the presence of different religions in the workplace. Implications for managers such as taking into account perceptions of justice, practical issues as well as the importance of communication and education are discussed. Originality/value Religion is a deep-level and understudied aspect of diversity management that deserves more attention given the increase in religious diversity in the workplace.

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Section: Methodsmentioning

confidence: 98%

Section: Literature Reviewmentioning

confidence: 99%

Managing religious diversity in secular organizations in France

Hennekam

Peterson

Tahssain-Gay

et al. 2018

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“…Religious bullying can be manifested in different identities. Suppose an employee working in a non-native organization in a foreign country may perceive harassment based on national origin, gender, ethnicity, and religion (Bene􀅫iel, Fry, & Geigle, 2014;Hambler, 2016). Religious harassment can emerge from various motivational bases and power reliance relations.…”

Section: Religious Harassment As a Mediatormentioning

confidence: 99%

There is No Bad Religion. There are Only Bad People

Rubbab¹,

Irshad²,

Khattak³

2021

J. manag. pract. humanit I am. sci

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Religious diversity has become an important issue for organizations. Religious diversity brings many challenges for managers and HR policymakers. Organizations cannot overrule the chances of religious harassment. Pakistani organizations are highly diverse, with a workforce of various religious backgrounds. The objective of this study was to 􀅫ind out the role of hatred as an antecedent and perceived workplace exclusion as an outcome for religious harassment among employees of public and private sector organizations. Con-􀅫irmatory factor analysis was performed for validation of factor structure. Convenience sampling, a non-random sampling technique, was used for data collection, and the size of the sample was determined by G*Power (Hair et al., 2014). Using the SEM method, we tested our model's hypothesis with three hundred and ninety-eight employees. Results have shown expected associations between study constructs, such that hatred was found signi􀅫icantly correlated with religious harassment, and religious harassment was signi􀅫icantly correlated to workplace exclusion. In comparison, religious harassment mediated the relationship between hatred and workplace exclusion. Organizations need to address the issue by fabricating a religiously diverse culture with suitable policies and training. By proposing that the negative emotion landscape can trigger a range of socially undesirable outcomes, we tried to highlight the research that may bene􀅫it employers, and 􀅫indings extend to understand context-speci􀅫ic concepts of perceived workplace exclusion. Religious harassment negatively in􀅫luences employees and the workplace climate. It has severe repercussions for the repute of organizations.

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“…The review is based on “Managing workplace religious expression within the legal constraints” by Hambler (2016). The author provides a balanced account for and against religious expression at work.…”

Section: Commentmentioning

confidence: 99%

Religious expression in the workplace: why flexibility enhances its management

Cole¹

2016

HRMID

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Few topics are more divisive than religion. You would have to search hard to find another issue with the same unrelenting ability to polarize views. History books provide ample testimony to that fact. It is therefore hardly surprising to find religious freedom to be a major challenge in the workplace. Determining how, when and in what circumstances workers should be permitted to engage in religious expression is a conundrum facing many organizations. Granting such a freedom needs to be balanced against the needs and rights of other employee groups. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Managing workplace religious expression within the legal constraints

Cited by 12 publications

References 23 publications

Managing religious diversity in secular organizations in France

Managing religious diversity in secular organizations in France

There is No Bad Religion. There are Only Bad People

Religious expression in the workplace: why flexibility enhances its management

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