Organizational diversity learning framework: going beyond diversity training programs

Abstract

To overcome the shortcomings of diversity training programs, this paper conceptualizes an organizational diversity-learning framework, which features an organizational structural intervention for employees' joint decision-making process with other employees from different statuses and roles. By integrating diversity learning, deliberative democracy theories, and organizational diversity integration and learning perspectives, we make a theoretical and practical contribution to employees' behavioral, cognitive, and attitudinal diversity in learning to work more effectively with different employees. We conclude with directions for future research.

Hegemonic dividend and workforce diversity: The case of ‘biat’ and meritocracy in nation branding in Turkey

“…In particular, we investigated what happens when a religiously inspired system of career management is legitimated alongside a merit-based secular system, tarnishing and irreversibly damaging workforce diversity and nation brand of Turkey. Our findings reveal the significance of framing diversity not only in etic terms but in locally embedded emic terms in order to transcend the central focus of workforce diversity activities from training alone (Fujimoto & Härtel, 2007) to wider engagement with organisational design, and institutional and national contexts.…”

Barriers of organizational inclusion: A study among academics in Egyptian public business schools

“…Their workplace communications even function on the basis of these classifications. This represents a clear case of in-out group differentiation in which people feel safe to deal with those who are similar [24]; [28]. Tajfel [72] considers the individual's attempts to seek a sense of belonging to a specific social identity as a part of human nature and a natural paradigm seeking more recognition and respect.…”

“…Furthermore, educational contexts sometimes witness stress, tension, conflicts and inequality claims that may result from the ongoing actions and reactions people experience [66]. In this regard, Fujimoto and Hartel [28] propose the following four criteria for the effective learning of workplace diversity: including minority members in decision-making processes, adopt both random and stratified sampling to formulate teamwork, continuously employ equal opportunity principles in a team's interactions and seek a common agreement when making a decision.…”

Nothing about us, without us: A case study of a consumer-run organization by and for people on the autism spectrum in the Netherlands

“…The findings relating to collaboration reveal the need for researching how autistic people’s experiences and ideas can be heard by the nonautistic part of the population, what increases autistic people’s perceptions that societal awareness of adults with autism is increasing, and how employment opportunities can be increased through the collaboration of people with and without autism. Some theoretical frameworks that could guide such research efforts include the diversity justice management model (Fujimoto, Härtel, & Azmat, 2013), the full potential management model (Fujimoto & Härtel, 2010), the organizational diversity learning framework (Fujimoto & Härtel, 2017), and the community-oriented inclusion framework (Fujimoto et al, 2014).…”