Non-Discrimination in Human Resources Management as a Moral Obligation

Demuijnck, Geert

doi:10.1007/s10551-009-0100-6

Cited by 66 publications

(39 citation statements)

References 34 publications

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“…Whereas the latter one is, by and large, emphasized within the context of social responsibility policy (an exception is the last statement). Furthermore, it is germane to note that CSR theory has been associated with diversity, inclusion, and discrimination constructs (e.g., Armstrong et al, 2010;Bjerregaard and Lauring, 2013;Demuijnck, 2009;Olsen and Martins, 2012;Özbilgin and Tatli, 2011;Point and Singh, 2003;Roberson and Park, 2007 In a lesser degree, evidence also indicated that the existence of other sub-themes such as the need of establishing relationship with stakeholders (5.2%), training/development (3.4%), and the importance of better understand the market (1.7%). Taken as a whole, they reassure the multifaceted nature of diversity by connecting it with other dimensions of organizational life.…”

Section: Our Results Demonstrate That the Collaboration Of Differentmentioning

confidence: 99%

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Organizational Diversity Commitment: A Web-Based Investigation

Vasconcelos¹

2017

Management &Amp; Marketing

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Section: Our Results Demonstrate That the Collaboration Of Differentmentioning

confidence: 99%

“…In fact, some researchers have argued about the need of such involvement in order to reach better results (Calo, 2008;Cox and Blake, 1991;Crampton and Hodge, 2007;Demuijnck, 2009;Gelfand et al, 2005;Linnehan et al, 2006;Vasconcelos, 2012 …”

Section: Balanced … Leadership Group (In Terms Of Gender Nationalitymentioning

confidence: 99%

Organizational Diversity Commitment: A Web-Based Investigation

Vasconcelos¹

2017

Management &Amp; Marketing

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“…Organizations mostly present their attempts to work towards any of these forms of equality as something that is morally praiseworthy or morally good, although they only rarely accentuate this as being their primary incentive (Barclays, 2002;Demuijnck, 2009;Guarnieri and Kao, 2008). In some cases quite explicitly (Fujimoto et al, 2013), but mostly in an implicit way, a state of equality is equated with a state of fairness and (social) justice (Brewis, 2017;Choi and Rainey, 2014).…”

Section: The Moral Legitimization Of the Different Approaches Towardsmentioning

confidence: 99%

An indisputable “holy trinity”? On the moral value of equality, diversity, and inclusion

Köllen

Kakkuri-Knuuttila

Bendl

2018

EDI

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Purpose There seems to exist a widespread, unquestioned and unquestionable consent, both in research and practice, that there is a moral value inherent in equality and related initiatives toward diversity and inclusion. However, this consent is primarily based on political convictions and emotional reasons, and is without any strong ethical grounding. Whilst a considerable volume of research has been carried out into different facets of the economic value of initiatives toward equality, diversity, and inclusion (EDI), comparatively little research has been undertaken into its moral value. Therefore, the purpose of this paper is to structure the moral perspectives on EDI more precisely and more critically. Design/methodology/approach After discussing the interrelation of the three concepts equality, diversity and inclusion, the authors discuss the way in which initiatives toward diversity and inclusion are justified morally in literature. The authors point out the crucial position of equality, and then, subsequently, outline how different approaches to equality try to achieve moral legitimacy. Being an important group of initiatives in this debate, the authors subsequently reflect upon the moral (il)legitimacy of affirmative action (AA). The concluding section of this paper provides a brief summary of the findings. Findings The moral evaluation of equality, diversity and inclusion remains an under-theorized field. Within the discourse on equality, diversity and inclusion, the term “justice” is largely used in an intuitive way, rather than being rooted in a specific moral philosophy. As there are several conceivable, differing moral perspectives on EDI, one cannot expect an indisputable answer to the question as to whether a given approach toward equality, diversity and inclusion is morally praiseworthy or just. However, the widespread assumption that equality is morally praiseworthy per se, and that striving for equality morally justifies any initiative toward diversity and inclusion, is untenable. Originality/value This paper addresses the lack of theorizing on the moral value of initiatives toward equality, diversity, and inclusion, such as diversity management, AA or various equal opportunity approaches. Future research could enrich the discourse on the moral evaluation of diversity management, inclusion programs and organizational equality approaches with new philosophical facets and perspectives, perspectives that might differ from those taken in the predominantly American discourse.

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“…The use of leadership is to incorporate the needs of the organization cohesiveness and the workgroup (Sloan, 2013). The study continues to ascertain the impact on experiences during the hiring process (Demuijnck, 2009). …”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

Recruitment Strategies, Matrices, and Techniques Used in Hiring Veterans

Agard

2017

IJHRS

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Successful transition to civilian employment is a challenge for veterans. The purpose of this single case study was to explore critical aspects of hiring managers' decision-making process and to understand how these strategies and techniques affect the hiring of veterans. Tajfel and Turner's social identity theory and Lewin's organizational change model formed the conceptual framework for the study. The participants for this study were 8 hiring managers from a midsized company in the Upper Hudson Valley Region, New York. Data were collected using semi-structured interviews. The data were analyzed and coded and 4 themes emerged: strategies used to fill open positions, specific recruitment and interview protocols, veterans' skills from military training, and lack of experience with hiring veterans. The study results may contribute to veteran's awareness of the skills that employers are seeking that veterans may be able to fulfill. The results of the study could create an opportunity for hiring managers to recognize that veterans represent a trained, ready-made talent pool. The social impact of the study could help hiring managers identify and design the required job description criteria to include the transferable skills of veterans.

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Non-Discrimination in Human Resources Management as a Moral Obligation

Abstract: discrimination, diversity, human resources management, implicit association, CSR,

Cited by 66 publications

References 34 publications

Organizational Diversity Commitment: A Web-Based Investigation

Organizational Diversity Commitment: A Web-Based Investigation

An indisputable “holy trinity”? On the moral value of equality, diversity, and inclusion

Recruitment Strategies, Matrices, and Techniques Used in Hiring Veterans

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