Discrimination in Private and Public Organizations

Megan K. Leasher, manager of talent assessments with Macy’s Inc., in Cincinnati, Ohio and Corey E. Miller, associate professor at Wright State University, published “Discrimination Across the Sectors: A Comparison of Discrimination Trends in Private and Public Organizations” in the Public Personnel Management Summer 2012 issue. The paper warns of the dangers of discrimination in any organization, and ends by offering implications for training and awareness:

Individuals who feel as though they have been discriminated against in the workplace are less satisfied with their jobs, less likely to continue working for their current employer, and less likely to recommend their organization to others, as compared to individuals who do not believe they have been victims of employment discrimination.7 In addition, individuals who have been discriminated against are more likely to believe that their supervisors do not take a personal interest in them,8 feel burned out on the job, take less initiative, and care less about performing their tasks well.

Discrimination is also a large concern in workplaces because of the deteriorating effects it has on organizations. Not only are discrimination lawsuits costly, but accusations of discrimination damage employee morale and taints the reputation of the organization by making it unattractive to employees, customers, and partners.10 Alternatively, organizations that actively adopt diversity programs that aim to prevent workplace discrimination are more likely to have satisfied, loyal employees that speak positively about the organization with others.

Read “Discrimination Across the Sectors: A Comparison of Discrimination Trends in Private and Public Organizations” in Public Personnel Management, and click here to sign up for e-alerts so you don’t miss out on new research from PPM.

Best Practices in Diversity Management

Each year, Diversity Inc. puts out a Top 50 list recognizing companies with outstanding diversity practices. A new study in Cornell Hospitality Quarterly samples these top performers to reveal what it is they are doing to successfully manage a diverse workforce–as well as the broad benefits these practices bring. Author Juan M. Madera of the University of Houston writes:

The analysis of the organizations’ specific practices revealed the following seven complementary and highly related categories of diversity management practice: corporate diversity council, diversity training programs, supplier diversity, employee networking and mentoring, cultural awareness, support for women, and lesbian, gay, bisexual, and transgender network programs and same-sex benefits. The result of these policies is a highly diverse workforce and relatively diverse management in the sample firms.

Click here to read more in the article, “Best Practices in Diversity Management in Customer Service Organizations: An Investigation of Top Companies Cited by Diversity Inc.,” published in Cornell Hospitality Quarterly.

Equal Rights Are Good For Business

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Did you know that in the past 10 years, the percentage of Fortune 500 companies offering domestic partner benefits (DPB) to lesbian, gay, bisexual and transgender employees jumped from 34% to 60%? Not lost on them, surely, is the fact that there’s a legitimate business argument for offering equal rights to all employees, regardless of sexual orientation, and for fostering diverse workplaces. In the latest issue of Compensation & Benefits Review, Cynthia L. Cordes of the University of Miami educates us on “The Business Case for Offering Domestic Partner Benefits“:

The lesbian, gay, bisexual, transgender population represents a large, talented group of potential employees. The dilemma for many employers is how this population should be recognized or accommodated, if at all…

…Costs of offering DPB are offset by significant and meaningful tangible and intangible benefits. These encompass employer reputation and thus enhanced ability to compete effectively for talent and assorted individual and organizational outcomes attributable to these individuals.

Follow this link to read the full article in Compensation & Benefits Review, and this one to learn more about the journal. Do you want to receive the latest management research in your inbox? Click here to sign up for e-alerts!

Multicultural Shared Leadership: A Conceptual Model

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Alex J. Ramthun and Gina S. Matkin, both of the University of Nebraska, Lincoln, published “Multicultural Shared Leadership: A Conceptual Model of Shared Leadership in Culturally Diverse Teams” in the Journal of Leadership & Organizational Studies August 2012 issue, providing a  model that may help advance both multicultural team and shared leadership theory and practice:

In an effort to stimulate studies to investigate multicultural leadership and to bridge the shared leadership research gap, this conceptual article reviews past and present literature to develop conceptual propositions forming a multicultural model of shared leadership. First, an examination of the definitions of culture finds consensus on culture as a dynamic system. Second, a review of the developmental model of intercultural sensitivity (DMIS) introduces the concept of intercultural competence and its possible moderating impact on shared leadership in multicultural environments. Third, an exploration into the theoretical foundations of vertical and shared leadership develops primary themes. Finally, the formation of propositions and a conceptual model invites researchers to study the moderating impact of intercultural competence on the relationship between culturally diverse team composition and the formation, practice, and effectiveness of shared leadership.

Click here to continue reading. To learn more about the Journal of Leadership & Organizational Studies, please follow this link.

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The Diversity Challenge: Part 5 of 5

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Editor’s note: This post concludes our first diversity series. We’ll be presenting more theme-oriented collections in the coming weeks. Do you have a specific topic that you’d like to see covered, or a question that needs answering? Let us know in the comments, or email us.

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Part 5: How can we improve organizational management and teaching strategies to increase diversity and inclusion?

Lynn M. Shore, Amy E. Randel, Beth G. Chung, Michelle A. Dean, Karen Holcombe Ehrhart, and Gangaram Singh, all of San Diego State University, published “Inclusion and Diversity in Work Groups: A Review and Model for Future Research” in the July 2011 issue of the Journal of Management.

The abstract:

A great deal of research has focused on work group diversity, but management scholars have only recently focused on inclusion. As a result, the inclusion literature is still under development, with limited agreement on the conceptual underpinnings of this construct. In this article, the authors first use Brewer’s optimal distinctiveness theory to develop a definition of employee inclusion in the work group as involving the satisfaction of the needs of both belongingness and uniqueness. Building on their definition, the authors then present a framework of inclusion. Their framework is subsequently used as a basis for reviewing the inclusion and diversity literature. Potential contextual factors and outcomes associated with inclusion are suggested in order to guide future research.

Kecia M. Thomas, Ny Mia Tran, and Bryan L. Dawson, all of the University of Georgia, Athens, published “An Inclusive Strategy of Teaching Diversity” in the June 2010 issue of Advances in Developing Human Resources.

The abstract:

The article argues that many forms of diversity instruction, be it in the classroom or a conference room, have promoted an appreciation of differences without simultaneously promoting inclusion. Therefore, we advocate that diversity instruction should take a strategic approach to cultivating an appreciation of inclusion as well as diversity through considering the structure of the instruction, the authors of the work chosen, as well as who delivers the instruction. In essence, we present an alternative diversity teaching strategy that incorporates a value for inclusion.

We hope you enjoyed our diversity series this week. Click here to receive email alerts about newly published articles!

The Diversity Challenge: Part 4 of 5

Editor’s note: Today we’re continuing our series on diversity, targeting specific questions to invite discussion and exploration of related topics. If you have a question that you’d like to see addressed, add it in the comments below!

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Part 4: What can organizations gain from the interactions of individuals in diverse groups?

Gelaye Debebe, Professor of Organizational Sciences at George Washington University and Journal of Management Education (JME) contributor, has published a new book, “Navigating Power Cross-Cultural Competence in Navajo Land” (Lexington Books, 2012), which provides insights into diverse groups in organizational settings.

From the publisher’s description:

Interactions among individuals representing culturally dissimilar and politically unequal groups are a ubiquitous feature of modern life. Navigating Power: Cross-Cultural Competence in Navajo Land by Gelaye Debebe is concerned with how these interactions affect task coordination in organizational settings. While much research has addressed the effect of cultural differences on these interactions, very little work has been done examining the role of political inequality. (lexingtonbooks.com)

To read long excerpts from “Navigating Power Cross-Cultural Competence in Navajo Land” in Google Books, click here.

Hear the SAGE podcast with Professor Debebe on her JME article, “Creating a Safe Environment for Women’s Leadership Transformation,” on Management INK by clicking here.

Gelaye Debebe is Assistant Professor of Organizational Sciences at George Washington University and Faculty Affiliate at the Center for Gender in Organizations at Simmons Graduate School of Management. She received her PhD in Organizational Behavior from the University of Michigan. Her research has examined how people learn in difficult or stressful environments or situations. She has specifically explored the conditions necessary to foster transformative learning among women in formal training and how individuals who represent culturally dissimilar and politically unequal groups create new knowledge through their interactions. Her published work has appeared in Research in Organizational Behavior, Journal of Management Education, Advancing Women in Leadership Journal, International Journal of Intercultural Relations, Human Resourced Development International, Issues in Intercultural Communication and Development in Practice.

Up next–the conclusion to our series: How can we improve organizational management and teaching strategies to increase diversity and inclusion?

The Diversity Challenge: Part 3 of 5

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Editor’s note: Today we’re continuing our series on diversity, targeting specific questions to invite discussion and exploration of related topics. If you have a question that you’d like to see addressed, add it in the comments below!

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Part 3: Which “minority” group is possibly the most underrepresented in the HRD diversity literature?

Efforts to increase diversity in the workforce typically focus on race and gender-related issues, but fall short of addressing lesbian, gay and bisexual identity–and the privileges that society bestows on individuals who identify as straight, thereby helping them advance into leadership positions.

Joshua C. Collins of Florida International University published “Identity Matters: A Critical Exploration of Lesbian, Gay, and Bisexual Identity and Leadership in HRD” on June 1, 2012 in Human Resource Development Review.

The abstract:

Conversations about leadership that primarily consider dominant identity groups (e.g., White people, heterosexuals, men, the able-bodied, etc.) may be less productive than those that think about leadership from the perspective of the diverse groups of people that make up our workforces. HRD’s history is gendered and has demonstrated reluctance to discuss topics critically oriented toward individuals with minority-status identities. Presently lesbian, gay, and bisexual (LGB) identity has not been addressed in the HRD leadership literature. Utilizing prior HRD leadership literature synthesized via an integrative literature review method, a popular ally development model, and six strategies for being critical in HRD, the purpose of this article is to synthesize an LGB-inclusive definition of leadership in HRD.

To learn more about Human Resource Development Review, please follow this link. To receive email alerts about newly published articles, click here.

Up next in the series: What can organizations gain from the interactions of individuals in diverse groups?

The Diversity Challenge: Part 2 of 5

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Editor’s note: Today we’re continuing our series on diversity, targeting specific questions to invite discussion and exploration of related topics. If you have a question that you’d like to see addressed, add it in the comments below!

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Part 2: Why do men outnumber women in academic leadership positions?

It’s been almost fifty years since gender discrimination in employment was outlawed in the U.S., but it’s been a lot longer since many of our nation’s patriarchal academic institutions were established.

Niki Murray, Marianne Tremaine, and Susan Fountaine, all of Massey University, published “Breaking Through the Glass Ceiling in the Ivory Tower: Using a Case Study to Gain New Understandings of Old Gender Issues” in the May 2012 issue of Advances in Developing Human Resources.

The abstract:

The Problem.

Universities are patriarchal institutions. More males reach upper levels of the academic hierarchy than females. The authors were concerned that their university had a marginally lower percentage of female professors than others in their country and used a survey and interviews to explore the facts behind the figures.

The Solution.

Statistics showed that though fewer females applied for promotion, proportionately more female applicants were successful. The authors researched what helped female professors and associate professors gain promotion and explored views on the spillover between work and family/community roles. Promotion enhancement factors included encouragement from department heads and senior colleagues. Family/community roles were seen to spillover positively to work, though work could negatively affect time for family and community involvement.

The Stakeholders.

These findings could encourage proactive mentoring of female academic staff by managers, and increase HR and HRD support for family-friendly policies and training programs.

To learn more about Advances in Developing Human Resources, please follow this link. To receive email alerts about newly published articles, click here.

Up next in the series: Which “minority” group is possibly the most underrepresented in the HRD diversity literature?

The Diversity Challenge: Part 1 of 5

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What is the greatest challenge to achieving diversity in the workplace?

While measures to increase diversity are an integral part of management culture, achieving truly diverse and inclusive organizations is an ongoing struggle. This week, Management INK presents a 5-part series targeting specific diversity-related questions in order to foster discussion and research on best practices.

Part 1:  What are some of the greatest barriers to  achieving workplace diversity today?

Harold Andrew Patrick of Christ University and Vincent Raj Kumar of Baldwin Methodist College published “Managing Workplace Diversity: Issues and Challenges” on April 25, 2012 in SAGE Open.

The abstract:

Diversity management is a process intended to create and maintain a positive work environment where the similarities and differences of individuals are valued. The literature on diversity management has mostly emphasized on organization culture; its impact on diversity openness; human resource management practices; institutional environments and organizational contexts to diversity-related pressures, expectations, requirements, and incentives; perceived practices and organizational outcomes related to managing employee diversity; and several other issues. The current study examines the potential barriers to workplace diversity and suggests strategies to enhance workplace diversity and inclusiveness. It is based on a survey of 300 IT employees. The study concludes that successfully managing diversity can lead to more committed, better satisfied, better performing employees and potentially better financial performance for an organization.

To learn more about SAGE Open, please follow this link. To receive email alerts about newly published articles, click here.

Up next in the series: Why do men outnumber women in academic leadership positions?

Generational Differences in the Workplace

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Mrs Logic (CC BY 2.0)

Across today’s workforce, Boomers, Gen X, and Millenials are changing shifts and working alongside one another. Popular belief holds that younger employees bring a new set of values: while the older generation “lives to work,” the younger generation “works to live.”

Organizations such as Google have responded with perks that appeal to fresh-out-of-college hires. But do the real differences hold up against the stereotypes? How does the older generation view the younger, and vice-versa? Do leaders need to adapt? In today’s post, we present two studies that examine this changing workforce from the inside.

Scott W. Lester, Rhetta L. Standifer, Nicole J. Schultz, and James M. Windsor, all of the University of Wisconsin–Eau Claire, published “Actual Versus Perceived Generational Differences at Work: An Empirical Examination” on April 25, 2012 in the Journal of Leadership & Organizational Studies. To view other OnlineFirst articles, please click here.

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Jean M. Twenge of San Diego State University, Stacy M. Campbell of Kennesaw State University, and Brian J. Hoffman and Charles E. Lance, both of the University of Georgia, published “Generational Differences in Work Values: Leisure and Extrinsic Values Increasing, Social and Intrinsic Values Decreasing” in the September 2010 issue of the Journal of Management. To view other articles in this issue, please click here.

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