Why diversity management fails: Metaphor analyses unveil manager attitudes

Furunes, Trude; Mykletun, Reidar J.

doi:10.1016/j.ijhm.2006.12.003

Cited by 44 publications

(35 citation statements)

References 30 publications

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“…Mostly, if the allocation of jobs is ordered primarily by institutional characteristics rather than the qualities of the people that hold particular roles, and if these characteristics are controlled by employers through the hours, conditions and remuneration they offer to potential employees, and then labor market interventions will need to target employers' recruitment practices. Several studies revealed the discrimination and stereotypes of employees based on age reason [1][2][3][4][5][6][7]. It was found that the managers' attitudes and stereotypes can be either negative or positive stereotypes towards older employees [6][7][8][9].…”

Section: Introductionmentioning

confidence: 99%

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Managers Approaches on the Intention to Retain Older Employees in the Corporate Sectors in Libya

Salah¹,

Habtoor²

2016

Review Pub Administration Manag

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This study aim to achieve a better thoughtful of the Executives' disposition to explore the factors that influence the intention to Retain Older Employees in Corporate Sectors in Libya using Theory of paling behavior as a model. However, the study analyzed the intention of managers to absorb older employees in an organization through pragmatic behaviors and engagements. As a result, the study engaged the theory of planned behavior (TPB). It focused on the unwelcome stereotype attitude meted out to the older employees in a working situation. Quantitative method of research was implemented through a well prepared questionnaire which was used to collect data on the related research questions. Over-all 600 questionnaire was dispersed but 402 was reverted. Therefore, the data gathered from the returned 402 questionnaires was then analyzed by Correlation and regression analyses which revealed a number of significant relationships between the variables (behavioral belief and Intention), (normative belief and Intention). The results indicate that behavioral belief, significantly influenced the disposition of executives' to retain older employees (β=0.499, p<0.05), also, the normative belief significantly influenced the disposition of executives' to retain older employees (β=0.336, p<0.05). Contrarily, Control belief does not significantly influenced the disposition of Executives' to retain older employees in Libyan corporate sector (β=-0.012, p>0.05). The findings unambiguously contribute to the knowledge expansion of Executives' disposition to Retain Older Employees in Various Corporate Sectors.

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Section: Introductionmentioning

confidence: 99%

“…Several studies revealed the discrimination and stereotypes of employees based on age reason [1][2][3][4][5][6][7]. It was found that the managers' attitudes and stereotypes can be either negative or positive stereotypes towards older employees [6][7][8][9].…”

Section: Introductionmentioning

confidence: 99%

Managers Approaches on the Intention to Retain Older Employees in the Corporate Sectors in Libya

Salah¹,

Habtoor²

2016

Review Pub Administration Manag

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“…In general, older workers are perceived, in comparison with younger ones, as being less resistant to change (Furunes & Mykletun, 2006), less efficient in their job (Avolio & Barrett, 1987), less productive, less physically apt, lacking in creativity, slow in judgment, not interested in technology, and more difficult to train (Finkelstein & Farrell, 2007). In other words, mirroring perceptions about older people in the community at large, stereotypes about the competence of older workers come across as negative (Chiu, Chan, Snape, & Redman, 2001;Redman & Snape, 2002;Rosen & Jerdee, 1976).…”

Section: Ageism In the Workplacementioning

confidence: 99%

“…In other words, mirroring perceptions about older people in the community at large, stereotypes about the competence of older workers come across as negative (Chiu, Chan, Snape, & Redman, 2001;Redman & Snape, 2002;Rosen & Jerdee, 1976). At the same time, some studies report more positive evaluations of older workers as being wise, experienced (Furunes & Mykletun, 2006), reliable, stable, and skilled when it comes to interpersonal relationships (Finkelstein, Burke, & Raju, 1995;Rosen & Jerdee, 1976;Singer, 1986;Taylor & Walker, 2003). In other words, older employees are sometimes seen as at least as, and sometimes even more, competent than younger employees in their job (McCann & Giles, 2002).…”

Section: Ageism In the Workplacementioning

confidence: 99%

Ageism at Work: What Happens to Older Workers Who Benefit from Preferential Treatment?

Iweins¹,

Desmette²,

Yzerbyt

2012

PSYCHOL BELG

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In order to increase the activity rate of older workers, the Organisation for Economic Cooperation and Development (OECD) recommends that national governments implement policies promoting the employment of this category of workers. However, policies that favour minority groups have been shown to produce detrimental effects such as devaluing members of these groups. In two studies, we examined whether age-related preferential treatment reinforces ageist attitudes in the workplace. A first study revealed that policies favouring 50 years old workers increased negative perceptions toward them. In a second experimental study, results indicated that, compared to a merit-based treatment, a preferential treatment increased negative perceptions, emotions, and behaviours toward an old target. As a set, our findings shed new light on ageism at work and on the role of context.In order to increase the activity rate of workers aged 50 and more, OECD governments have decided to implement public policies that promote the employment of this category of workers (e.g., by reducing wage costs for older workers) and that encourage them to stay longer in the labour force (e.g., by improving their working conditions). Clearly, older workers have become a target for employment policies. Unfortunately, research has repeatedly shown that policies that favour members of specific groups (e.g., woman or foreigners) may trigger an unanticipated set of reactions such as decreasing beneficiaries' perceived competence and reinforcing the salience of their minority status (Heilman & Welle, 2006). A similar phenomenon may be induced by employment policies that favour older workers. In other terms, we argue that employment policies that treat preferentially some workers because they are older are likely to reinforce ageism, i.e., the stigmatisation and discrimination of older workers as a group (Butler, 1969). The purpose of the present efforts is to analyse the effects of preferential treatment based on age on younger workers' attitudes towards older workers. DOI: http://dx.doi.org/10.5334/pb-52-4-327 328 AGEISM AT WORK Ageism in the workplaceAgeism has consistently been reported in Western societies in general (Kite, Stockdale, Whitley, & Johnson, 2005;Nelson, 2002;Rupp, Credé, & Vodanovich, 2006) as well as in work settings (Finkelstein & Farrell, 2007;Gordon & Arvey, 2004). In general, older workers are perceived, in comparison with younger ones, as being less resistant to change (Furunes & Mykletun, 2006), less efficient in their job (Avolio & Barrett, 1987), less productive, less physically apt, lacking in creativity, slow in judgment, not interested in technology, and more difficult to train (Finkelstein & Farrell, 2007). In other words, mirroring perceptions about older people in the community at large, stereotypes about the competence of older workers come across as negative (Chiu, Chan, Snape, & Redman, 2001;Redman & Snape, 2002;Rosen & Jerdee, 1976). At the same time, some studies report more positive evaluations of older workers as bei...

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“…Furunes and Mykletun (2007) remind us that diversity management is about understanding that there are differences among employees and that those differences, if properly managed, can be an asset to the workplace, for instance, with work being potentially done more effectively and efficiently. They refer to diversity factors as those pertaining to race, culture, ethnicity, gender, age, disability, and work experience (Furunes and Mykletun 2007).…”

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confidence: 99%

From the Editor-in-Chief’s Desk: Difference, Diversity, and Discrimination at Work—Revisiting Stigma

Vickers

2008

Employ Respons Rights J

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When putting together the article lineup for this issue, I was struck by the need for those interested in the nexus between employees and employers to return their gaze to the concerns of equity groups of all kinds so as to reconsider what can happen to marginalized individuals at work and the organizations they work for. Furunes and Mykletun (2007) remind us that diversity management is about understanding that there are differences among employees and that those differences, if properly managed, can be an asset to the workplace, for instance, with work being potentially done more effectively and efficiently. They refer to diversity factors as those pertaining to race, culture, ethnicity, gender, age, disability, and work experience (Furunes and Mykletun 2007). While, from my own experience, I believe there to be many more diversity and equity groups than those listed above, I do agree that the inclusion of "different" peoples in workplaces can make workplaces, work cultures, and working relationships more positive when their management and inclusion in workplaces is well considered.Benefits might include: the opening up of new ideas; encouraging critical thinking; generating diverse experiences, outcomes, and products; developing potentially new ways of doing and thinking; and shifting organizational norms toward a more expansive, critical, embracing, engaged, aware, thoughtful, and positive workspace, both for employees and the employers they work for.The problem for "different" workers is that they might look, behave, think, feel, or do things differently from other workers. In a workplace that demands -even without realizing it -homogeneity in workers, this is a dangerous situation for all concerned. Being considered different, especially in an environment that demands sameness, brings attributions of stigma to those who don't follow the norm, for whatever reason. Goffman warned us in the early 1960s that, when we lean on these anticipations of the identity and behavior of others, it is but a few small steps to transform unexamined anticipations into normative expectations and, then, into righteously presented demands (Goffman 1963, p. 12). Unfortunately, when employees don't possess the physical, behavioral, or attitudinal Employ Respons Rights J (

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Why diversity management fails: Metaphor analyses unveil manager attitudes

Cited by 44 publications

References 30 publications

Managers Approaches on the Intention to Retain Older Employees in the Corporate Sectors in Libya

Managers Approaches on the Intention to Retain Older Employees in the Corporate Sectors in Libya

Ageism at Work: What Happens to Older Workers Who Benefit from Preferential Treatment?

From the Editor-in-Chief’s Desk: Difference, Diversity, and Discrimination at Work—Revisiting Stigma

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