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Introduction: workplace diversity, Muslim minorities and reflexive HRM : concepts, challenges and power-implications in context -- Perceptions of Islam and Muslim minorities -- Muslim minorities and Islam in HRM literature : identity labels and authoritative sensemaking -- Islamophobia, the impossible Muslim, and the reflexive potential of intersectionality -- The Muslim-makers : how Germany "islamizes" Turkish immigrants -- Muslim identities and dominant discourses at the workplace -- Constructing identity : implications for reflexive HRM -- Muslim identity in corporate South Africa : a reflexive approach -- Blinded by the news : how HRM practitioners risk being biased by stereotypes about Muslims -- Ethics, leadership and Muslim women -- Islamic ethics in secular organizations : exploring practises of 30 Muslim managers in the Alsace region of France -- Diversity discourses and corporate Canada : unveiling images of the Muslim woman at work -- Muslim women in senior management positions in Canada : advancement, perceptions of success, and strategies for inclusive HRM -- Conclusion: towards a more inclusive HRM theory and practice -- Index

The basics of diversity -- The dimensions of diversity -- Gender and generations: important imperatives -- Initiating the discussion around diversity -- Demystifying diversity in your workplace -- The role of leadership and strategy in diversity and inclusion -- Actioning your D&I vision -- Biases and how to find them -- Creating equity in the workplace -- Infusing the spirit of inclusion in your workplace -- Afterword -- Epilogue: The red carpet -- Answers to crosswords -- Bibliography -- About the author

Preface and acknowledgments -- Introduction and conceptual framework -- The global context for diversity management -- Diversity legislation in a global perspective: equality and fairness in employment -- Discrimination, equality, and fairness in employment : social policies -- Global demographic trends: impact on workforce diversity -- Socioeconomic transitions: the new realities of the global -- Social psychological perspectives of workforce diversity -- Defining diversity in a global context : prejudice and discrimination -- Vive la difference? : theoretical perspectives on diversity and -- Culture and communication in the global workplace -- Interpersonal relationships in a global work context -- Managing a diverse workforce in the global context : the inclusive workplace -- Diversity management : paradigms, rationale, and key elements -- Inclusive leadership : unlocking the diversity potential -- An overview of the inclusive workplace model: managing the globalized workforce diversity -- The inclusive workplace : level i: inclusion through diversity within the work organization -- The inclusive workplace : level ii?inclusion through corporate-community collaborations -- The inclusive workplace : level iii?inclusion through state/national collaborations -- The inclusive workplace : level iv?inclusion through international collaborations -- Practical steps for creating an inclusive workplace: climate for diversity, climate for inclusion, and survey scales -- Toward a globally inclusive workplace: putting the pieces together -- References -- Index -- About the author

Examining the theoretical connections between identity and diversity, this new book explores how diversity management practices can be better informed by an enhanced understanding of the relationship between the two fields. Highlighting the relevance of identity to diversity studies, the authors concentrate on three key areas: social identity theory; critical perspectives on identity; and poststructuralist understandings. With the aim of fueling future research, this insightful book outlines a detailed research agenda and offers practical suggestions. Not only useful to academics, this book also seeks to encourage policy-makers and HR managers to develop current practices and make more research-informed management decisions.

This book highlights the key contemporary issues and challenges relating to workplace religious diversity and inclusion. Challenging organizations to take religion and religious inclusion in the workplace seriously, it explores multiple perspectives and themes from workplace stigma and employment discrimination, to strategic diversity and inclusion management. The author focuses on integrating theory and practice in examining emerging religious inclusion issues in the workplace, providing insights based on real-world case studies from around the world.

Workplace diversity has become increasingly relevant to academics and practitioners alike. Often, this issue is tackled merely from a business-oriented/managerial point of view. Yet such a single-level perspective fails to acknowledge both the macro-societal context wherein companies and organizations act and the micro-individual dynamics by which individuals construct and affirm their identities in relation to others. Muslim minorities are part of current workplace diversity in many parts of the world. This book focuses on Muslim identities and their interrelations with societal frameworks and organizational strategy and practice. Contributors from various disciplines and societal contexts ensure a multiplicity of perspectives. The authors shed light on this diversity and draw implications for human resource management (HRM) theory and practice. Chapters uncover the wider discourses on Muslim minorities that impact organizational HRM. The book explores how HRM academics and practitioners might become aware of and counteract these discourses in order to acheive a truly inclusive HRM regarding Muslim minorities. Throughout Muslim Minorities, Workplace Diversity and Reflexive HRM, readers are guided from large theoretical concepts to specific contexts, whilst being encouraged to question their assumptions. This book lays the foundations for managing Muslim employees beyond stereotypes, enabling the reader to develop the reflexive mindset needed for truly inclusive HRM with regard to Muslim employees.

How does ethnic diversity affect social trust? The conflict hypothesis, which predicts a negative effect, and the contact hypothesis, which predicts a positive effect, represent the main competing answers. This article argues that the 'true' answer to the question is contingent upon the social units under study and how they interact. More specifically, it is argued that diversity will have a negative effect on social trust when focusing on social units where intergroup contacts are easy to avoid (neighbourhoods broadly defined), whereas diversity will have a positive effect when focusing on social units where intergroup contacts are hard to avoid and are supported by higher authorities (e.g., workplaces). The data substantiating the argument is from the first round of the European Social Survey, covering 30,000 individuals nested within 22 countries, and is analysed by means of multilevel linear regression modeling.