The managing diversity mindset in public versus private organizations in India

Haq, Rana

doi:10.1080/09585192.2012.651297

Cited by 39 publications

(45 citation statements)

References 18 publications

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“…For example, businesses in India have embraced diversity initiatives aimed at reducing gender inequalities, such as representation on boards, but resisted other types of diversity (such as those in relation to caste, religion, and sexuality). 7 Even MNEs that operate in India that implement affirmative actions in the West focus only on gender representation, ignoring caste, cultural, linguistic, and regional inequalities (Haq 2012). As a result, even Indian companies increasingly focus on gender and ignore other inequalities, despite the noted losses of lack of caste, class, and religious diversity and recognized benefits of diversity (Haq et al 2020).…”

Section: Discussion: Towards An Ambedkarite Ethical Manifestomentioning

confidence: 99%

“Educate, Agitate, Organize”: Inequality and Ethics in the Writings of Dr. Bhimrao Ramji Ambedkar

2021

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Scholars of business and management studies have recently turned their attention to inequality, a key issue for business ethics given the role of private firms in transmitting—and potentially challenging—inequalities. However, this research is yet to examine inequality from a subaltern perspective. In this paper, we discuss the alleviation of inequalities in organizational and institutional contexts by drawing on the ideas of Dr. B. R. Ambedkar, a jurist, political leader and economist, and one of the unsung social theorists of the twentieth century. Specifically, we focus on Ambedkar’s critique of the Indian caste system, his outline of comprehensive reform, and prescription of representational politics to achieve equality. We contend that an Ambedkarite ethical manifesto of persuasion—focussed on state-led institutional reforms driven by the subaltern—can help management researchers reimagine issues of inequality and extend business ethics beyond organizational boundaries.

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Section: Discussion: Towards An Ambedkarite Ethical Manifestomentioning

confidence: 99%

“Educate, Agitate, Organize”: Inequality and Ethics in the Writings of Dr. Bhimrao Ramji Ambedkar

2021

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“…In India, a multitude of HR practices and laws address issues such as flexi‐work, training, and family considerations like day care. In practice, however, barriers to employment still exist, thereby limiting the progress of members of certain groups and their contribution to the organizations that employ them (Budhwar, Saini, & Bhatnagar, ; Haq, ).…”

Section: A Focus On Peoplementioning

confidence: 99%

Nurturing a garden of IT talent at MindTree Limited

Kang¹,

Kaur²

2018

Glob Bus Org Exc

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The acquisition and development of talent are crucial to enhancing organizational capabilities and competitiveness. At MindTree, a fast‐growing multinational information technology company based in India, senior managers have leveraged the organization's culture to promote workforce diversity in its recruitment and promotion initiatives. Taking an integrated approach to talent management, the company has also taken several training, performance appraisal, compensation, and development initiatives to secure an efficient pipeline of high‐potential leaders. In the process, they have reduced the rate of employee turnover while reinforcing the core values that are fundamental to the company's success.

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“…No major changes have been made to this situation, despite the importance of domain specialisation being highlighted by various reports, such as by the Constitution Review Commission of 2002 and the Second Administrative Reforms Commission of 2008. Furthermore, Haq (2012) finds that the underperformance of public administrators in the delivery of assigned jobs in India has been attributed to a lack of clarity of tasks to be performed by administrators. A blurring job responsibility has made it difficult to identify the required competencies for different tasks at various levels.…”

Section: Introductionmentioning

confidence: 99%

Learning accountability in the public sector: The experience of Kerala

Arun

Adhikari

Mohan³

2020

Financ Acc Manag

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Given that learning has become a core element in addressing the ever‐increasing complexities in public sector accountability, we investigate two issues in this paper: (a) how learning was involved in the process of disseminating a competency framework (CF) in four state departments in Kerala, India; and (b) an analysis of the challenges involved in this process, using the theoretical insights from learning accountability. Although the CF would revitalise governance and accountability mechanisms by establishing a conducive environment for administrators to learn in, the nuances of the existing administrative structure limited the scope of this learning exercise. The CF in Kerala generated fear, tension, and resistance amongst the administrators, due to a perceived gap between the very objectives of the CF and the administrative settings, in which learning was insignificant. The paper argues that imposing public administrators’ accountability reforms, such as the CF, would be meaningless until an emphasis is placed on learning accountability. Furthermore, there is a need to “unlearn” or “discard” the prevailing traditional learning and accountability practices; unless this is achieved, a conducive environment for learning accountability cannot be institutionalised, nor can reforms such as the CF be materialised.

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The managing diversity mindset in public versus private organizations in India

Cited by 39 publications

References 18 publications

“Educate, Agitate, Organize”: Inequality and Ethics in the Writings of Dr. Bhimrao Ramji Ambedkar

“Educate, Agitate, Organize”: Inequality and Ethics in the Writings of Dr. Bhimrao Ramji Ambedkar

Nurturing a garden of IT talent at MindTree Limited

Learning accountability in the public sector: The experience of Kerala

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