Valuing and value in diversity: the policy‐implementation gap in an IT firm

Abstract

The focus of UK‐based research on diversity theory and diversity managers has led to a relative dearth of studies focusing on the critical issue of line managers' agency in policy implementation. This article provides a context‐sensitive organisational case study of the policy‐implementation gap in the UK base of one multinational IT company. The article explores male and female managers' perspectives on valuing diversity at a level of general abstraction, and the extent to which they see value in diversity for the effectiveness of their project teams. In the context of a White, male‐dominated industry, the case study shows how the gap is sustained rather than bridged despite the implementation of numerous diversity initiatives.

A “quota silo” or positive equality reach? The equality impact of gender quotas on corporate boards in Norway

“…In essence, we construe that vested interests, as argued by Forstenlechner et al (2012) and male values, as revealed with respect to diversity initiatives by Kirton et al (2016), shape the organising processes that operate to counter the impact of radical initiatives beyond the immediate regulatory setting. Acker (2006b) displayed some ambiguity as to whether quotas can challenge inequality regimes; our results show that quotas (with sanctions) have a positive effect on women's equality, but in the Norwegian case is confined to a quota silo with small national equality reach.…”

“…More challenging, but equally essential, is the fostering of cultural change with a diversity focus on mentoring, sponsoring and talent management initiatives. Bearing in mind that men and women articulate different degrees of value to the importance of strategic diversity initiatives (Kirton et al, 2016), HR professionals face creative challenges when tackling the laissez‐fair culture of gendered value differences and should engage in multidisciplinary and mixed‐gender teams to build strategies and actions designed to challenge inequality regimes.…”

“…Forstenlechner, Lettice, and Özbilgin's (2012) study of quota initiatives in the United Arab Emirates (UAE) found a diversity of vested interests, a multiplicity of discourses and the interplay of schemas of change, support and resistance between managers and employees. Kirton, Robertson, and Avdelidou‐Fischer's (2016) UK‐based study conjectured that female managers are simultaneously implementers and potential beneficiaries of diversity initiatives, unlike the majority of their male counterparts, viewing the corporate diversity agenda through a different (more positive) gendered lens based on their own experiences of marginalisation. These insights are apposite with respect to quotas on boards where we might expect that vested interests could circumvent the dominant state ideology, even in a relatively gender‐equal society such as Norway, and in turn constrain the likely equality reach of the Quota.…”

Gender Pay Gap, Voluntary Interventions and Recession: The Case of the British Financial Services Sector

“…It would appear that even the beneficiaries of multiple awards for their diversity work, such as Lloyds Banking Group, reported a broadly average sector pay gap and a much higher than average sector bonus gap. It may be that, in line with Kirton et al .’s () study, diversity is not recognized by line managers who have discretion over bonuses and therefore can undermine diversity initiatives where diversity is not a strategic priority.…”

Actions speak louder than words: how employees mind the implementation gap

“…As Ortner, (1992, p193) states: 'social beings, with their diverse motives and their diverse intentions, make and transform the world in which they live' -and this is not confined to just those in authority. This may be why Kirton, Robertson and Avdelidou-Fischer (2016) state that expanding the focus of HR implementation theorising to non-managerial employees may be worthy of additional research and why the present study takes the perspective of employees. To this end, this paper summarises the findings of a study that responds to calls to understand the role of 'others' in HR implementation (Bos-Nehles and Meijerink, 2015).…”