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1.
This paper contributes to our knowledge on talent management (TM) by conceptually and empirically investigating the peculiarities of TM and gender inclusion in talent development in the German context, as well as by analyzing whether TM is an inclusive HRM practice with respect to gender. Thus, we add an interdisciplinary perspective to the study of TM by linking it to important findings of gender and HRM studies with a specific focus on inclusion. A conceptualization of inclusive TM is suggested, and as a result of a comprehensive literature review, we identify five TM elements (talent definition, underlying career orientation, the content of talent development programs, the TM approach, and the talent selection process) which – depending on their design and characteristics – have an impact on the degree of gender bias and the discriminatory risk of TM. Respective propositions are suggested, and based on a qualitative comparative case study analysis, this paper provides empirical evidence from the German media industry, which shows important differences between cases in the identified TM elements and indicators concerning the gender inclusion of TM practices. 相似文献
2.
This article investigates the question of where the responsibility for promoting gender equality resides in the Chinese employment context. Utilizing Acker's (2006) inequality regimes framework, the study explores women's underrepresentation in management roles in China and explains the persistence of gender inequalities in managerial echelons of Chinese organizations. Based on 30 interviews with female managers, the findings demonstrate the marketization and individualization of gender equality in organizational activity. The existing gender inequality, and the lack of responsibility for tackling it, has been either legitimized by eluding to the commercial‐only focus of organizations or rendered invisible through a belief in individual choice as the determining factor of career progression for women. Gender inequality in management is also maintained through the compliance of female managers themselves with the presumed legitimacy of gender‐based differential access to managerial roles. References to culture and tradition, market forces, competitive pressures, and individual choices by female managers are often made in explaining the unequal career paths and outcomes for men and women in their organizations. Our findings contribute to the human resource management (HRM) literature by framing macrosocietal context as a dynamic and endogenous aspect of management of human resources in organizations and provide novel insights into the interplay between HRM and societal context. © 2016 Wiley Periodicals, Inc. 相似文献
3.
This study examines the development and impact of diversity and equality management systems (DEMS). A national sample of human resource managers from 155 Canadian firms responded to surveys about their firm's diversity and equality management (DEM) practices. Cluster analysis and latent class modeling identified three distinct approaches to DEM: classical disparity DEMS showing limited development of DEM‐related practices, institutional DEMS involving complex selection mechanisms and monitoring of employment statistics, and configurational DEMS linking diversity to business strategy. Hypothesis‐testing analyses indicated that both institutional and configurational DEMS were predicted by coverage by the Canadian employment equity program, federal contractor status, and the presence of a diversity expert on staff. Only configurational DEMS was predicted by inclusion of HRM in developing business strategy. Configurational DEMS positively predicted the employment of workers with disabilities and members of visible minority groups as well as ROA. These findings support the proposition based on strategic human resource management (SHRM) theory that DEM practices should be considered as bundles and that vertical linkage to strategy is important for DEM effectiveness. As such, SHRM theory explains how managers can structure strategic responses to institutional pressures that go beyond requirements to achieve strategic goals. © 2015 Wiley Periodicals, Inc. 相似文献
4.
This study investigates the antecedents and consequences of organization‐level inclusion climate. A national sample of human resource decision‐makers from 100 organizations described their firms' formal diversity management programs; 3,229 employees reported their perceptions of, and reactions to, their employers' diversity management. Multilevel analyses demonstrate that identity‐conscious programs (programs that target specific identity groups) generate an inclusion climate. Moreover, the analyses provide evidence of multilevel mediation: In organizations with an inclusion climate, individual employees perceive the organization as fulfilling its diversity management obligations and respond with higher levels of affective commitment. This study represents an important step toward understanding how a shared perception of organizational inclusiveness develops and how inclusion climate facilitates the achievement of diversity management objectives. The findings also shed light on the important role of identity‐conscious programs in promoting organizational commitment within a diverse workforce. 相似文献
5.
Richard D. Waters Denise Sevick Bortree 《International Journal of Nonprofit & Voluntary Sector Marketing》2012,17(2):92-107
Although volunteer levels are near all‐time highs, volunteer coordinators are increasingly spending more time on retention efforts. The purpose of this study is to measure the impact of organizational communication and inclusive behaviors on volunteers' intention to continue volunteering. Through a survey of 472 volunteers in three library systems, research revealed that two organizational communication theories can improve the effectiveness of volunteer coordinator efforts. Specifically, structural equation modeling revealed that social group inclusion and overall participation in organizational events were the strongest predictors of female volunteers' future intentions to volunteer whereas event participation, being included in the organization's information network, and participating in decision making were the strongest predictors for male volunteers. Relationship indicators successfully predicted which volunteers were most likely to continue volunteering. Copyright © 2011 John Wiley & Sons, Ltd. 相似文献
6.
Invoking strategic human resource management (SHRM) theory and tenets of the resource‐based view of the firm, we explore how two bundles of diversity and equality management (DEM) practices influence racial diversity in the managerial ranks. By considering the conceptualization of DEM practices and the moderating role of firm size, our study disentangles subtle nuances in the DEM practices–racial diversity in managerial ranks relationship. Based on a sample of 137 Fortune 1,000 firms over a two‐year period, our results suggest that minority opportunity‐based DEM practices and manager accountability DEM practices positively relate to racial diversity in managerial ranks, and these relationships are stronger in smaller companies than large ones. Theoretical and practical implications for a strategic perspective on future diversity management research are elaborated. 相似文献
7.
Ningyu Tang Yuan Jiang Chiyin Chen Zucheng Zhou Chao C. Chen Zexuan Yu 《International Journal of Human Resource Management》2015,26(6):856-874
This study explored the concept of inclusion at both the individual and the organizational levels in the Chinese context. Using interview data from managers and employees of 12 companies located in China with various ownership structures, we conducted content analysis and found similarities between Chinese and Western conceptions of inclusion, as well as some unique characteristics of China. In addition, we identified seven inclusion management practices and three challenges for implementing inclusion management. Finally, the conceptions of inclusion were different across organizational positions and firm ownerships. Overall, this study sheds light on the understanding and management of inclusion for both Chinese companies and multinational companies in China and lays the foundation for future research. 相似文献
8.
Gill Palmer 《Asia Pacific Journal of Human Resources》2003,41(1):13-24
Management thought has always been concerned with human diversity. However, the challenges managers face in this area have varied over time. Classical management theory used bureaucratic policies to unify diverse groups around common organisational goals. However, class divisions provoked new, separated industrial relations structures. Now, cultural diversity is promoting new adaptations in management. Future research on the different reactions of diverse organisational and identity groups can focus attention on ways to develop the cosmopolitan tolerance needed to manage our culturally fractured world. 相似文献
9.
This study investigates gender‐specific preferences in one important human resource management (HRM) practice—namely, global performance management (GPM). GPM has major consequences for the career advancement of women and can therefore also represent a barrier if it is rooted in traditional male corporate cultures. As prior research suggests that the underrepresentation of women in top management positions is a worldwide phenomenon with only minor national variations, empirical data were collected in five countries belonging to various cultural clusters: China, France, Germany, South Africa, and the United States. For all countries, the results show that preferences vary significantly between male and female managers for crucial parts of the GPM system (actors’ roles, evaluation methods, feedback procedures, and GPM purposes). This study confirms that the preferences of female managers do not match more male‐oriented GPM practices, indicating that female managers are less satisfied with existing GPM procedures. It was particularly surprising to find that these gender differences do not vary according to cultural background, but rather display the same pattern in all investigated countries. These findings not only have the potential to explain the often‐limited career advancement of women, but also have major implications for multinational companies aiming to retain talented women. © 2014 Wiley Periodicals, Inc. 相似文献
10.
Orlando C. Richard Susan L. Kirby Ken Chadwick 《International Journal of Human Resource Management》2013,24(13):2571-2582
How does racial and gender diversity in the management ranks affect the bottom line? Our findings indicate that participative strategy making (PSM) positively moderates the relationship between both racial and gender diversity in management and firm performance measured as return on assets. Specifically, PSM strengthens the positive relationship that exists between racial diversity in management and firm performance. Although no main effect is observed for gender diversity in management, our results reveal that gender diversity in management is positively related to performance when PSM is high. However, we find that gender diversity in management is negatively related to performance when PSM is low, while gender homogeneous management experience superior performance. We offer implications for diversity research to embrace and consider the role of PSM and ‘inclusiveness’. 相似文献
11.
Local development and business creation. The role of local development workers in project management
Joan Ramon Sanchis Palacio 《The International Entrepreneurship and Management Journal》2006,2(1):57-78
The participation of social inclusion workers in project management is to a large extent aimed at setting up businesses and
mainly entails working with businessmen and women and entrepreneurs. Policies formulated to this end involve four lines of
action: improving infrastructure; managing local businesses; supporting and managing the creation of micro-businesses and
small and medium-sized enterprises; and carrying out socio-economic studies which aid the economic and social development
of a particular local community. This study includes an analysis of the characteristics of the service provided by local development
workers with regard to the development areas concerned, the nature of the work carried out and the groups involved, the characteristics
of the service offered to entrepreneurs and groups of entrepreneurs and the characteristics of the projects managed. Field
work was carried out during the 2004 which entailed the use of a questionnaire intended for all local development workers
included in our own directory. 相似文献
12.
Chidozie Umeh Nelarine Cornelius James Wallace 《Human Resource Management Journal》2023,33(1):148-169
Organisations, worldwide, have introduced human resource management (HRM) and equality, diversity, and inclusion (EDI) policies to address the inherent disadvantages experienced by employees with diverse social identities in different national contexts. In this study, we draw on McCall's comparative intersectional framework and Chadwick's narrative methodologies on materiality and voice, to investigate employees' experiences of EDI policies in a multiethnic setting. Vignette and interview data were obtained from employees in two banks, in the ethnically extremely diverse country of Nigeria, and analysed. Our findings suggest that EDI policies require a universal, widely acknowledged, core alongside specificities reflecting the context in which the EDI is to be enacted. Furthermore, we integrate and build on intersectionality, materiality, and voice to nuance and challenge EDI approaches and mutually supportive HRM policies in the Global South that may, in turn, have implications for the Global North and, particularly, multinational companies. 相似文献
13.
Isabel-María García-Sánchez;Salvador Marín-Hernández;Esther Ortiz-Martínez;Beatriz Aibar-Guzmán; 《Business Strategy and the Environment》2024,33(7):7021-7040
Equality, equity, and nondiscrimination are core human rights and prerequisites for peace, prosperity, and sustainability that require the commitment of all actors. They have received considerable attention from the European Union, leading to the development of a regulatory framework aimed at promoting gender diversity and the disclosure of information on diversity, equity, and inclusion by European companies. Considering the regulatory pressure from the institutional environment of the European Union that characterizes the period 2011–2020, this study aims to analyze the role played by female directors in promoting diversity, equity, and inclusion disclosures of 189 large European companies. Based on international guidelines and recommendations as well as European legislation, we developed a transparency score that assesses the relevance, standardization, reliability, and completeness of the diversity, equity, and inclusion information disclosed by these companies. Using a Tobit regression approach for panel data, we show that board diversity has a positive effect on the information reported by European companies, although this effect is only associated with having at least three female directors or gender-balanced boards. Moreover, the European institutional context in force since 2014 favors corporate transparency on equality, equity, and inclusiveness practices of European companies and encourages the consideration of the views of minority female directors. The results can improve the understanding of gender equality and corporate transparency regarding diversity, equity, and inclusion decisions made by companies in light of the advent of new mandatory requirements within the EU and the extension of their scope to a wider range of companies. 相似文献
14.
On the basis of a qualitative study of a subgroup of diversity professionals, external diversity and inclusion (D&I) consultants, we explore D&I consultants' discursive strategies and practices situated within organisational structures, relations, and interactions of power and knowledge. Theoretically, the research reveals how D&I consultants' own discursive strategies interact with existing organisational and societal discourses of diversity, incrementally shaping their continual evolution. A classification is developed, which sets out four approaches taken by consultants with regard to their discursive strategies in relation to clients. The findings suggest that HR practitioners need to work in tandem with external consultants to develop strategies to improve the status and legitimacy of diversity work if the field is to progress the organisational D&I agenda. 相似文献
15.
Elaine Farndale Michal Biron Dennis R. Briscoe Sumita Raghuram 《International Journal of Human Resource Management》2015,26(6):677-687
This Academy of Management, Human Resources Division, Ambassadors' Programme special issue presents a collection of empirical papers examining workplace diversity and inclusion in a global context. We introduce this topic raising three overarching challenges: to develop more context-specific definitions of diversity and inclusion; to include dimensions pertinent to a global context in the definition of diversity and inclusion; and to consider the impact of diversity and inclusion practices on performance outcomes across countries as well as within multinational corporations. We explore these challenges through three diversity and inclusion lenses – gender, age and nationality – exploring global perspectives at the national, organisational and team levels of analysis. In conclusion, we present an agenda for future research. 相似文献
16.
This paper examines rights to property accorded to women in Islam under direct injunctions and compares it with the state of these rights in present Muslim societies. It argues that the correct application of law will not only materially improve the status of women in Muslim societies and guarantee them economic security, it will also bring economic prosperity to such societies directly. 相似文献
17.
《中华人民共和国社会保险法》给予超龄农民工和其他退休人员一样的养老保险待遇,却因为形式平等和实质平等的张力和忽略经济因素的考量产生法律困境。本文在分析研究的基础上提出了修改建议。 相似文献
18.
Debjani Ghosh;Jorge A. Gonzalez;Tomoki Sekiguchi; 《Journal of Management Studies》2024,61(6):2604-2632
Despite the increase of demographic diversity in organizational environments, little is known about how and why employees from distinct demographic backgrounds (e.g., gender, race, and/or ethnicity) become embedded in their work organizations, which is a reason why employees stay and perform in their jobs. To address this research gap, we integrate job embeddedness and social identification/self-categorization theories and draw from critical diversity studies to theorize on the effects of varying degrees of demographic diversity on the organizational embeddedness of diverse talent. Specifically, we theorize on how monolithic, pluralistic, and multicultural organizational stages, reflecting distinct degrees of heterogeneity, structural integration, and inclusion, affect the process by which employees from both dominant and marginalized social groups develop organizational embeddedness dimensions – links, fit, and sacrifice – with a distinct nature, order, degree, and speed. We further theorize how inclusive leadership can promote organizational embeddedness of employees from all social groups in the three organizational demography stages. 相似文献
19.
This paper reports on a case study of a best practice financial organisation in Australia that is committed to increasing its number of women at all managerial levels. By looking at Westpac's process of cultural change in general and women executives' attitudes and experiences in particular, this paper seeks to explain the generally slow and patchy progress that has been made in pursuit of EEO for female employees. Despite the introduction of equal employment opportunity policies in many organisations, gender inequality seems to persist in stereotyped perceptions embedded within organisational cultures. Nevertheless, it is encourag‐ing to find that in the organisation studied here commitment to diversity goes beyond rhetoric. At the same time, it is recognised that more needs to be done to accelerate the rate of progress. 相似文献
20.
Christiaan Röell;Mustafa Özbilgin;Felix Arndt; 《人力资源管理》2024,63(4):711-729
This study introduces the concept of covert allyship as a strategy for tacitly supporting lesbian, gay, bisexual, and transgender (LGBT) inclusion in adversarial contexts. Drawing on a qualitative case study of 12 Western multinational enterprises (MNEs) operating in Indonesia, the largest Muslim country in the world, the article sheds light on how allyship for LGBT issues is undertaken covertly as allies seek to transcend tensions arising between headquarters publicly advocating for LGBT rights and their subsidiaries. The findings evaluate both barriers to MNE subsidiaries implementing LGBT-supportive policies and facilitating mechanisms for covert forms of institutional allyship. Finally, the article provides recommendations for how MNEs can adopt practices that build subtle yet effective LGBT-supportive approaches in contexts that require sensitivity to local cultures and legislation. 相似文献