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PurposeTo enhance their innovation and reputation, many organizations introduce programs that are intended to attract, retain and support diverse communities. Yet, these programs are often unsuccessful, partly because explicit references to diversity tend to evoke defensive reactions in employees from the dominant culture. To circumvent this problem, the purpose of this paper is to explore the hypothesis that individuals tend to be more receptive to diversity whenever they experience meaning in life. Furthermore, four workplace characteristics – informational justice, a manageable workload, equality in status and a compelling vision of the future – should foster this meaning in life.Design/methodology/approachTo assess these possibilities, 177 employees completed a survey that assessed workplace practices, meaning in life and openness to diversity.FindingsThe results showed that informational justice, a manageable workload and a compelling vision were positively associated with openness to other cultures, constituencies and perspectives, and these relationships were partly or wholly mediated by meaning in life.Originality/valueThese findings imply that leaders might be able to foster an openness to diversity, but without explicit references to this diversity, circumventing the likelihood of defensive reactions. Specifically, a program that simultaneously encourages transparent communication, diminishes workload and clarifies the vision or aspirations of the future may represent an inexpensive but powerful means to foster an openness to diversity.

"Since the increased attention toward diversity in the workplace, the concepts of "diversity initiatives" and "diversity management" have become a common place in many conversations among academics and practitioners alike. The diversity movement in the workplace originated from the increased avocation for equal treatment of minority groups due to the dynamic composition of the modern workforce. Many organizations were forced to face these changes and the dilemma of how to respond to group differences to maintain and/or increase organization effectiveness and productivity. This volume will present new research on the colorblindness versus multiculturalism debate, assist in broadening the diversity ideology conversation, share this conversation across social science domains including industrial/organizational psychology, social psychology, and law and public policy, and highlight how the nature of diversity ideology may be fluid and therefore be different depending on the diversity dimension discussed."--Provided by publisher

Intro -- Vorwort -- Inhaltsverzeichnis -- 1 Einleitung -- 2 Dominanzverhältnisse als Ausgangs- und Ansatzpunkt -- 2.1 Von Majoritäten und Minoritäten -- 2.1.1 Der Diversity-Diskurs -- 2.1.2 Soziologische Klassiker -- 2.1.3 Der Token-Status und dessen Effekte -- 2.1.4 Das Konzept der Gendered Organizations -- 2.2 Antidiskriminierungsrechtliche Regelungen als Dominierungsverbote -- 2.2.1 Differenzierungs- oder/und Dominierungsverbote? -- 2.2.2 Unmittelbare und mittelbare Diskriminierung -- 3 Jede(r) in eine Schublade? -- 3.1 Vorbemerkungen -- 3.2 Soziale Kategorien, Stereotype, Vorurteile, Diskriminierungen -- 3.3 Intersektionalität oder: Die Verschränkung von Kategorien -- 3.4 Gegebene Unterschiede oder gemachte Unterscheidungen? -- 3.4.1 Zur Praxisrelevanz dieser Frage -- 3.4.2 (Un-)Doing Gender zwischen Differenz und (De-)Konstruktion -- 3.4.3 Zum (Un-)Doing von weiteren Diversity-Dimensionen -- 3.5 "The Paradox of Diversity": Zum Nutzen von Schubladen -- 4 Vielfältige Wettbewerbsvorteile -- 4.1 Was genau kann Wettbewerbsvorteile bewirken? -- 4.2 Welche Wettbewerbsvorteile im Einzelnen? -- 4.3 Wettbewerbsvorteile versus Antidiskriminierung? -- 5 Gender-bezogene Management-Konzepte -- 5.1 Vorbemerkungen -- 5.2 Ausgewählte ältere Ansätze und Aktivitäten -- 5.3 Frauenförderung oder -politik und deren Zukünfte -- 5.4 Gender Mainstreaming und dessen Zukünfte -- 5.4.1 Warum Zukünfte? -- 5.4.2 Was wird unter Gender Mainstreaming verstanden? -- 5.4.3 Gründe für die Realisierung von Gender Mainstreaming -- 5.4.4 Aktuelle Herausforderungen -- 5.4.5 Zwischenbilanz: Hat Gender Mainstreaming ausgedient? -- 5.4.6 Gestaltung der Personalpolitik nach dem Prinzip des Gender Mainstreaming -- 6 Diversity-bezogene Management-Konzepte -- 6.1 Entstehungshintergrund -- 6.2 Diversity als Begriff und Konstrukt -- 6.3 Diversity Management als Konzept.

"The Diversity Playbook offers readers a unique opportunity to gain a sneak peek into the world of the other. Authors Michelle Loyd-Paige and Michelle D. Williams note that many diversity efforts fail simply because organizations don't share a common language as they talk about diversity. To answer this problem, they address three key audiences in Christian organizations: Section One-Wisdom for Diversity Professionals Section Two-Guidance for Outliers, Allies, Co-conspirators Section Three-Strengthening Diversity throughout Your Organization Building on their years of experience in Christian higher education, Loyd-Paige and Williams share pitfalls to avoid and plans that can extend God's ministry of reconciliation to everyone. Their work will help your organization become better at changing hearts and broadening minds"--

"What if workforce diversity is more than simply the right thing to do in order to make society more integrated and just? What if diversity can also improve the bottom line of businesses and other organizations facing complex challenges in the knowledge economy? It can. And The Diversity Bonus shows how and why. Scott Page, a leading thinker, writer, and speaker whose ideas and advice are sought after by corporations, nonprofits, universities, and governments around the world, makes a clear and compellingly pragmatic case for diversity and inclusion. He presents overwhelming evidence that teams that include different kinds of thinkers outperform homogenous groups on complex tasks, producing what he calls "diversity bonuses." These bonuses include improved problem solving, increased innovation, and more accurate predictions--all of which lead to better performance and results. Page shows that various types of cognitive diversity--differences in how people perceive, encode, analyze, and organize the same information and experiences--are linked to better outcomes. He then describes how these cognitive differences are influenced by other kinds of diversity, including racial and gender differences--in other words, identity diversity. Identity diversity, therefore, can also produce bonuses. Drawing on research in economics, psychology, computer science, and many other fields, The Diversity Bonus also tells the stories of people and organizations that have tapped the power of diversity to solve complex problems. And the book includes a challenging response from Katherine Phillips of the Columbia Business School" (Publisher's description)

"This new book explores important issue of cross-cultural management from a variety of perspectives, including theoretical and research perspectives. It considers the impact of knowledge, experience, and exposure of cross-cultural differences in developing global viewpoint and citizenship in the corporate workplace. The volume throws light on the emerging concepts of building global citizens who are willing to think beyond boundaries of place, identity, and category, and recognize all human beings as their equals while respecting humanity's inherent diversity. The effective use of cross-cultural teams can provide a source of experience and innovative thinking to enhance the competitive position of organizations. However, cultural differences can interfere with the successful completion of goals in today's multicultural global business community. To achieve project goals and avoid cultural misunderstandings, managers should be culturally sensitive and promote creativity and motivation through flexible leadership. The chapter authors in Cross-Cultural Exposure and Connections: Evolving Global Businesses and Global Citizens look at these challenges by reviewing and conducting empirical studies, roundtables, and focus discussions. The volume tackles a variety of issues, including enterprise resource planning (ERP), talent management, differences in individual work performances, differences in leadership styles, virtual work relationships, and much more. It looks at the challenges in establishing cross-cultural workplaces, such as the overcoming significant barriers in multi-cultural project communications and motivating project team members. This is the third book in the 21st Century Business Management book series, which explores the dynamic equation of cross-cultural exposure and management for HR practitioners and business leaders"--

The ebook edition of this title is Open Access and freely available to read online. The era of team science has long since dawned. However, in order for the individual members of a team to work well, research organizations need to provide a productive and naturally non-discriminatory working environment. Bringing together and integrating researchers and their diverse backgrounds in effective teams does not happen on its own. To harness the positive effects of diversity, it must be understood and managed proactively. The edited collection Diversity and Discrimination in Research Organizations provides researchers with empirical studies on the question of whether and to what extent the social identity of the academic workforce affects their individual integration in research organizations. Practitioners receive guidance and suggestions on possible starting points and requirements for programmes to improve equal opportunities and work climate in their research organizations. The articles can be roughly divided into two categories according to the guiding questions of this edited collection: macro studies surveying the extent of discrimination and harassment in research organizations and micro studies exploring the influence of the specific cultural contextual conditions of the academic workplace on experiences of discrimination and harassment related to the diversity of the workforce.

"This book examines how culture and personal values shape and influence organizational members' actions and behavior, leadership styles, decision making processes, innovativeness, perceptions of corporate social responsibility, and formulation of strategies and goals in organizations"--Provided by publisher

The contributions in this volume stem from different lines of research and represent both a continuation and an advancement of the European DYLAN project. The book addresses the meanings and implications of multilingualism and plurilingual repertoires as well as the ways in which cultural diversity is managed in companies and institutions in Switzerland. Characterised by official quadrilingualism, but also by new dimensions of multilingualism resulting from massive immigration, important workforce mobility and increasing globalisation, Switzerland offers an ideal laboratory for studying phenomena linked to multilingualism and cultural diversity. On the one hand, a special focus is put on the best practices of diversity management and language regimes with particular attention paid to the interplay between official languages and English, and to ways of leveraging diversity awareness, fostering cultural inclusiveness and enhancing intercultural learning in vocational education and training.On the other hand, the chapters examine at close range the way actors' plurilingual repertoires are developed and how their use is adapted to particular objectives and specific conditions. Being observed in several types of multilingual professional settings, the plurilingual strategies, including English as lingua franca, are particularly examined in terms of power relations and processes of inclusion or exclusion.

As modern societies become more diverse and multicultural, the call for greater inclusion within organizations is getting louder. In response, many organizations have rushed to diversify, without fully understanding the implicit and explicit levels of diversity, the complexity of social identities, and the hidden and often unintended ways differences between members of in-groups and out-groups can lead to social exclusion. By providing a thorough overview of the concept of diversity, distinguishing between competing definitions and types of cultural and cognitive differences, Diversity and Organizational Development helps current and future leaders develop their diversity competency. Concepts of diversity management are explained as value-added activities that increase creativity and innovation, improve problem-solving and organizational flexibility, and aid in the recruitment and retention of top talent. Drawing upon interdisciplinary perspectives from business, economics, psychology, and sociology, this work offers a comprehensive approach to inclusive organizational development through which diversity and inclusion initiatives are supported by all facets of organizational operations and culture. Readers are shown how organizations can move toward the integrating stage of organizational development, during which members of all cultural and identity groups feel included, valued, and empowered through their contributions to organizational success. Making a case for inclusive development through organizational culture, this book further demonstrates how rituals, symbols, and language can create shared meaning among members of diverse organizations, powerfully influencing their effectiveness and strategic performance, while ultimately creating more satisfying workplaces.

Despite equality legislation and equality policies, inequality persists nationally and globally. According to the National Disability Authority, over 36% of working age people (between 20 and 64 years of age) with a disability are employed in the Irish workforce compared to 73% without a disability. A 2018 ESRI study showed that people from a black non-Irish background are less than half (0.4 times) as likely to be employed than white Irish and five times as likely to experience discrimination when seeking work.