Easy to say,difficult to do: diversity management in retail

This article examines how operational managers are interpreting the management of diversity in practice. It is explicitly concerned with the way in which managing diversity was understood and applied in one large, long‐established British retailing company. The findings suggest that while the business benefits attributed to diversity management are appealing to employers, it is a concept that lacks clarity for line managers both in terms of what it is and how it should be implemented within the anti‐discrimination legal framework. Line managers, familiar with the value of demonstrating a common approach in their decision‐making as the key means of defence against claims of discriminatory treatment, regarded a diversity management agenda concerned with recognising and responding to individual differences as more likely to lead to feelings of unfairness and claims of unequal treatment. It will be argued that, in the implementation of organisational diversity initiatives, employers need to take greater account of the tensions facing line managers, their interpretation of diversity management and perceptions of fair treatment as well as the operational context.