Organizational Diversity Commitment: A Web-Based Investigation

Vasconcelos, Anselmo Ferreira

doi:10.1515/mmcks-2017-0029

Cited by 3 publications

(4 citation statements)

References 58 publications

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“…Second, organizations that have signed the Dutch Diversity Charter are on average larger in size (75% of these have 250 or more employees) than the average Dutch organization (99% of these have 50 or fewer employees; Statistics Netherlands, 2021). Similar to others (Guerrier & Wilson, 2011; Heres & Benschop, 2010; Jonsen et al., 2021; Meriläinen et al., 2009; Point & Singh, 2003; Singh & Point, 2004, 2006; Vasconcelos, 2017; Windscheid et al., 2018), we assume that this enables them to more often communicate initiatives and policies related to diversity and inclusion. Sixteen of the 195 organizations in our sample were subsidiaries of three different organizations and therefore communicated the same diversity statements.…”

Section: Studymentioning

confidence: 60%

The right thing to do or the smart thing to do? How communicating moral or business motives for diversity affects the employment image of Dutch public and private sector organizations

Jansen

Kröger

Toorn

et al. 2021

J Applied Social Pyschol

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Many organizations have diversity statements in place in which they publicly declare their appreciation of and commitment to workforce diversity. These statements can either contain moral motives (e.g., “diversity reduces social inequalities”), business motives (e.g., “diversity enhances innovation”), or a combination of moral and business motives. In a desk study involving 182 Dutch organizations, we found that (a) private sector organizations more often than public sector organizations communicate business motives, (b) that public and private sector organizations are equally likely to communicate moral motives, and (c) that public sector organizations more frequently than private sector organizations communicate a combination of moral and business motives. Next, we used an experimental design to examine the causal influence of communicating different diversity motives on organizations' employment image (i.e., perceptions of organizational morality, competence, and attractiveness) among prospective employees (n = 393). Here, we used a scenario in which a healthcare organization was portrayed as either a public or a private sector organization and communicated either only moral motives, only business motives or a combination of moral and business motives for diversity. We found that for a public sector organization communicating moral instead of business motives for valuing diversity induced a more favorable employment image. For a private sector organization, there were no differences in employment image depending on the motive communicated. Together, these two studies shed new light on the role of diversity motives in establishing a positive employment image.

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Section: Studymentioning

confidence: 60%

The right thing to do or the smart thing to do? How communicating moral or business motives for diversity affects the employment image of Dutch public and private sector organizations

Jansen

Kröger

Toorn

et al. 2021

J Applied Social Pyschol

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show abstract

“…Regardless of being considered good companies to work for, it appears that these firms are strongly engaged – be aware of it or not – in practicing gender (Martin, 2003, 2006) and/or gender inequality (Acker, 2006, 2012). Put another way, it seems that a so-called good employer may be handling unsuitably diversity issues like suggests previous investigations related to diversity particularly in Brazil (Irigaray and Vergara, 2011; Jabbour et al , 2011; Lazzaretti et al , 2013; Santos et al , 2008; Saraiva and Irigaray, 2009; Vasconcelos, 2012, 2015, 2016a, 2016b, 2017; Cepellos and Tonelli, 2017; Leite, 2019). Furthermore, all companies showed no evidence of having digital documents or reports related to gender practices/initiatives or even diversity.…”

Section: Discussionmentioning

confidence: 74%

“…Put another way, it seems that a so-called good employer may be handling unsuitably diversity issues like suggests previous investigations related to diversity particularly in Brazil (Irigaray and Vergara, 2011;Jabbour et al, 2011;Lazzaretti et al, 2013;Santos et al, Examining the gendered organizations 2008; Saraiva and Irigaray, 2009;Vasconcelos, 2012Vasconcelos, , 2015Vasconcelos, , 2016aVasconcelos, , 2016bVasconcelos, , 2017Cepellos and Tonelli, 2017;Leite, 2019). Furthermore, all companies showed no evidence of having digital documents or reports related to gender practices/initiatives or even diversity.…”

Section: Discussionmentioning

confidence: 82%

Examining the gendered organizations: evidence of institutional discrimination

Vasconcelos¹

2021

IJOA

Self Cite

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Purpose The purpose of this study is to examine how a group of special companies, i.e. highly acknowledged and awarded ones operating in Brazil handle the gender issue. Design/methodology/approach This investigation relies on historical analysis by addressing essentially a surface-level indicator (i.e. gender preferences). Rather, this study is grounded on data from the companies that were awarded as one of the best organizations to work for in Brazil by Época-Great Place to Work® Institute and Guia Você S/A lists (between 2012 and 2016). As a result, four organizations were selected, that is, the most representative examples of gender doing. Findings Overall, it found that the glass ceiling is apparently breaking down within at least some germane Brazilian organizations. However, data suggest that other sorts of institutional discrimination may be taking place, i.e. the one in which a feminist mindset may be permeating an organization or even a whole business sector. Under such a scenario, male workers will likely have only a few opportunities. Research limitations/implications The sample size of this study does not permit that the results be generalized. In addition, data were elicited from only a specific cohort of companies. Practical implications It was found no substantial evidence that these organizations are making strides toward at least mitigating the effects of their gender unbalance, although gender equality and, broadly speaking, diversity does not constitute a new management topic anymore. Originality/value Unlike other investigations, it encompasses a larger sample of companies, draws exclusively upon gender-based organizations and is grounded on multiple sources of information. Additionally, data revealed that gendered organizations may encompass different levels of salience.

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“…Diversity management and related initiatives toward the inclusion of a diverse workforce are currently a globally widespread practice amongst organizations and territorial authorities, and the diffusion of such initiatives is still increasing (Martínez-Ariño et al , 2018; Vasconcelos, 2017). Besides citing business case arguments for the implementation of these practices (Heres and Benschop, 2010; Kulik, 2014; Soltani et al , 2012), organizations tend to present diversity management as some kind of morally “praiseworthy” or “good” organizational practice in their internal and external communication.…”

Section: Equality and The Moral “Goodness” Of Initiatives Toward Diversity And Inclusionmentioning

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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Organizational Diversity Commitment: A Web-Based Investigation

Cited by 3 publications

References 58 publications

The right thing to do or the smart thing to do? How communicating moral or business motives for diversity affects the employment image of Dutch public and private sector organizations

The right thing to do or the smart thing to do? How communicating moral or business motives for diversity affects the employment image of Dutch public and private sector organizations

Examining the gendered organizations: evidence of institutional discrimination

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

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