Searching for the human in the HR practice of diversity

Wilson, Fiona

doi:10.1007/978-1-137-02023-9_9

Cited by 2 publications

(3 citation statements)

References 39 publications

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“…Accordingly diversity management, degenerating into a simple rhetoric of performance (McVittie et al, 2008), conceals its true nature, that of reproducing inequality by either ensuring existing power structures (Cooper, 2004;Zanoni and Janssens, 2004;Zanoni, 2011), or separating the managers of diversity from the managed diverse, those employees of low status multiple identities (Lorbiecki and Jack, 2000). As a result DM not only fails to conceive of diversity as a socially constructed reality and create genuine opportunities for micro-emancipation (see Zanoni and Janssens, 2007;, but it also reduces differences to a minimum (cf, Marcella, 2009), in accordance with standard criteria of organizational functioning (Kersten, 2000; and in conformity to conservative or neo-liberal precepts (Wilson, 2007;Tatli, 2010;Holvino and Kamp, 2009).…”

Section: A Variety Of Critical Perspectivesmentioning

confidence: 99%

Ethical paradigms as potential foundations of diversity management initiatives in business organizations

Gotsis

Kortezi

2013

Journal of Organizational Change Management

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Purpose – The purpose of this paper is to contribute to the elaboration of a comprehensive moral framework for designing and implementing diversity practices. In so doing, it employs distinct ethical theories that not only elevate respect for differences to an end, but also provide a set of principles, virtues or values conducive to the formation of an inclusive work environment. Design/methodology/approach – A literature review, in particular contributions critical to current implementations of diversity management, may provide the basis of a non-instrumental approach to diversity issues, allowing for an inclusive and participative workplace. The paper suggests that such an endeavor can be founded on the concepts of organizational virtue, care or human dignity alternatively. In this respect, a theoretical context demonstrating the very way these concepts influence and inform diversity issues, is elaborated, analyzed and properly discussed. Findings – Three distinct theoretical frameworks capturing the importance of major ethical traditions based on dignity, organizational virtue and care, for reconceptualizing diversity issues, are introduced. It is proposed that non-utilitarian philosophical ethics (and more specifically, Kantian deontology, Aristotelian virtue ethics or ethics of care) is in a position to provide a rationale for diversity policies that affirm the diverse other as a valued end. Practical implications – The authors argue that a corporation is in a position to develop ethically-informed diversity initiatives that may effectively combine performance with an affirmation of the value of the diverse other. Social implications – The authors argue that a corporation is in a position to develop ethically-informed diversity initiatives that may effectively combine performance with an affirmation of the value of the diverse other. Originality value – The paper offers certain insights into the particular conditions that may help organizations design and implement a diversity strategy facilitating thriving and fulfillment of diverse others, grounded on the priority of dignity, virtue or care respectively. Such a perspective, permeating vision, culture and leadership, is invested with a potential that overcomes the managerial instrumentality, so strongly denounced by the majority of critical diversity scholars.

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Section: A Variety Of Critical Perspectivesmentioning

confidence: 99%

Ethical paradigms as potential foundations of diversity management initiatives in business organizations

Gotsis

Kortezi

2013

Journal of Organizational Change Management

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“…HRM is characterised as having a concern with organisational performance as its long-term primary strategic goal (Wilson, 2007). To achieve this, the HR function and HRM policies and practices must be fully integrated into the organisation's strategic planning process.…”

Section: Strategic Integrationmentioning

confidence: 99%

“…This obviously does not bode well for the advancement of equality and diversity agendas or for realising some of the potential benefits for employees found within the theory of HRM. Further, if, as Wilson (2007) puts it, DM is viewed in isolation from other strategic HR decisions, then…”

Section: Gap Between Rhetoric and Realitymentioning

confidence: 99%

Human resource management and diversity

2010

The Dynamics of Managing Diversity

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To provide an evaluation of the theory of human resource management in terms of what it means for equality and diversity policy and practice. Objectives-To show why human resource management (HRM) is salient to a discussion of equality and diversity approaches.-To present the main normative models and theories of HRM, looking at the impact on the equality and diversity agenda within organisations.-To critically appraise the capacity of HRM to advance equality and diversity.The Dynamics of Managing Diversity 225 political shift from collective models of industrial relations, state regulation and associated bureaucratic control procedures to deregulation, free market competition and notions of human resource management based on maximising the contribution of the individual ' (1997: 164). Thus, the scene is set for a discussion of what the theory and practice of HRM offer the organisational equality and diversity project. This chapter begins by briefly presenting the most widely known normative models of HRM. This will highlight the similarities between HRM and DM and will critically appraise HRM as a force for challenging inequalities. We suggest later some key texts which offer a more extensive discussion of HRM. Specific HRM policy areas will also be analysed in more detail, drawing on model, in order to frame an analysis of what the theory of HRM has to offer the equality and diversity project. Potential advantages and benefits for equality and diversity will be discussed, as well as a critique of the theory of HRM, pointing to weaknesses of both theory and practice in advancing the position of disadvantaged groups of workers.

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Searching for the human in the HR practice of diversity

Cited by 2 publications

References 39 publications

Ethical paradigms as potential foundations of diversity management initiatives in business organizations

Ethical paradigms as potential foundations of diversity management initiatives in business organizations

Human resource management and diversity

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