Diversity Words, Diversity Deeds
In these times of globalization, we often hear how important it is to cultivate a diverse workforce. But we also know there is a gulf between words and deeds, with diversity policy often little more than legal cover to protect against charges of discrimination. The question is, how effective are HR diversity management practices in organizations?
That’s the question posed by Australian academics Shen, Chanda, D’Netto, and Monga, in The International Journal of Human Resource Management. After an exhaustive review of research to date, they make these three conclusions:
1. Despite growing commitment to “equal employment opportunity” in many organizations, there is still widespread discrimination. “This is evidenced by low employment of women and minorities and the lack of minority representation at higher organizational levels. Also, female and minority employees are always disadvantaged in training, performance appraisals and remuneration.”
2. HR diversity is often restricted to “hiring by numbers.” Little is done in areas such as training, management development, and individual-based appraisal and pay. “Often, minority employees are recruited for lower positions and provided few promotion opportunities. . . While many organizations provide diversity training most training programmes reinforce norms and values of the dominant organizational culture.”
3. HR diversity management is primarily focussed on equality and fairness. Most organizations do not really have effective diversity management practices that value and make use of diversity, or that “unleash the potential of the diverse workforce they employ.”
And here’s a reality check: The authors note that there is no empirically proven association of HRM diversity practices with increases in diversity and improved organizational performance. And researchers have not investigated what HRM approaches are appropriate to manage diversity effectively.
Managing diversity through human resource management: an international perspective and conceptual framework, by Shen, Chanda, D’Netto, and Monga; The International Journal of Human Resource Management (20:2,235 — 251)
Email me for a copy of this paper: Alan [at] AlanMorantz.com
