1,721,057 research outputs found
The origins and development of managing diversity
No full textGriffith Business School, Dept of Employment Relations and Human ResourcesNo Full Tex
Equity and diversity within organisations: Putting policy into practice
No full textGriffith Business School, Dept of Employment Relations and Human ResourcesNo Full Tex
Strategic equity management in the Australian private sector
No full textDeveloping equitable practices that provide fair access for all individuals to the benefits and burdens within an organisation remains a dilemma for management both in policy and practice. Research continues to show that the employment status and representation of women is significantly less in relation to those of men. Conflicting arguments on the causes of disparity and competing ideals on the value and means for addressing the disparity have resulted in a number of different opinions on the implementation and practice of equity management. This dissertation contributes to the current knowledge of equity management, exploring contemporary equity management strategies, identifying the approaches of its implementation and analysing these against the outcomes for the status of women's employment. The equity management practices of more that 1900 Australian Private Sector organisations are explored in order to identify the common themes of equity management. Factor Analysis and Confirmatory Factory Analysis are used to analyse the data. A model of strategic equity management practice was developed that identifies different structures, strategies and distribution principles designed to address the disparity between men and women. A major aim of this thesis was to explore the ability of a typological theory of equity management approaches to account for the differences in the status of women's employment. The thesis proposes a typology of equity management approaches that explain the implementation of equity management strategies based on structure and process. Four ideal-typical equity management approaches to achieving workplace parity are identified and explored. The traditional (non-compliance), anti-discrimination, affirmative action and gender diversity approaches proposed inform the a priori Cluster Analysis process that grouped Australian organisations based on their use of the approaches to equity management. Significant numbers of Australian organisations were identified utilising each of the identified approaches to equity management. It was further proposed that the different equity management approaches would be predictors of different outcomes for the employment status of women. MANCOVA was used to analyse the equity management approaches (as the independent variables) and the data on the status of women's employment (as the dependent variables). The findings indicate that the different approaches to equity management are predictors of different outcomes for the employment status of women. Results show that the traditional approach to equity management, which includes the use of none of the equity management strategies identified, is not a predictor of increases in any of the employment measures of women. The anti-discrimination approach, which includes the use of a limited number of equity management strategies identified, is a predictor of increases in some of the employment measures of women. The affirmative action approach to equity management, which includes the use of a number of proactive equity management strategies identified, is a predictor of increases in the employment status of women across a number of measures. The gender diversity approach to equity management, which includes the use of all the equity management strategies identified, is a limited predictor of increases in the employment status of women across some of the measures of employment. Managing the equity process within organisations is increasingly identified as an important tool in managing human resources in competitive, global environments that require productive workers and quality outputs. If equity management is to provide an effective means of addressing disparity between men and women in organisations, this thesis argues for the development of a strategic process to address the specific issues of disparity and the particular needs of the individual and the explicit goals of the organisation in equal opportunity
Approaches to equity management and their relationship to women in management
No full textDeveloping equitable practices that provide fair access for all individuals to the benefits and burdens within an organization remains a dilemma for management both in policy and in practice. Research continues to show that the employment status and representation for members of some groups is significantly less than in relation to those of other groups. Addressing the issue of disparity has resulted in a number of different approaches. The main aim of this paper is to explore the ability of a typological theory of equal employment opportunity implementation to account for the differences in the numbers of women in management and in management tiers. This paper identifies and analyses four ideal-typical equity management approaches to achieving workplace parity: traditional (non-compliance), anti-discrimination, affirmative action and equal employment opportunity. While the objective of thes
The importance of strategic change in achieving equity in diversity
No full textIncreasing diversity within organizations has brought with it renewed calls for fair and\ud
just treatment of individuals in organizations. However, traditional management practice\ud
and ethnocentric cultures continue to operate as though the workforce was relatively\ud
homogeneous. This paper uses data from more than 1970 organizations to identify different approaches to managing equity and the outcomes for women.Three of the four approaches are predictors of increases in some of the measures of status of employment for women. Results show that implementation issues including decision structures, policy type and justice perspective affect the outcome. Effective diversity management that brings substantive change to workplace disparity is not a 'one size fits all' model. It requires strategic change that involves analysis of specific contextual issues including gendered industry type and organizational size in addition to change in structures and systems
Lament of the ignored expatriate: an examination of organisational and social network support for female expatriates in China
No full textPurpose - The purpose of this paper is to investigate the relationship between gender and the individual and social aspects of expatriate work, emphasising how issues external to the organisation impact on the experience of female expatriates. Design/methodology/approach - In total, 102 male respondents and 44 female respondents were surveyed in order to test the perceived organisational support, career satisfaction, and expatriate social support. Findings - Significant gender-related differences were identified in all three areas with notable contradiction in the perception and practice of how multinational corporations (MNCs) manage their expatriates. While earlier research suggested that organisations perceived their treatment of female expatriates to be equivalent to that of men, the results indicate that female international managers do not perceive equal treatment on international assignments. Research limitations/implications - Although based on a smaller sample than other international studies, the gender breakdown was sufficient for moderated regression testing. Practical implications - As the expatriate social support construct is largely exploratory in nature, future research could examine the effect of perceived expatriate social support on other related workplace behaviours, both domestically and internationally, including work-life balance and diversity management. Originality/value - While other studies have provided a rich descriptive picture of the gendered nature of expatriation, little research has attempted to quantify the reasons behind the phenomenon. This paper addresses this gap in the literature through exploration of the issues, which impact upon the experience of female expatriates in foreign MNCs in China.No Full Tex
A Culture of Conflict
No full textWhile some conflict in organisations may be a healthy incentive for action and competition, conflict that becomes the dominant feature of the organisation's culture is damaging. In non-profits it cripples the organisation's ability to function because the organisation is unable to set goals or to present a coherent, united front when applying for government grants. \ud
\ud
Research theory in management and non-profits discusses the need for consonance, but our research demonstrates that some community organisations do not fit the model presented in the literature. \ud
\ud
The paper presents the results of a consultancy engaged in by the authors between December 1994 and August 1995 with a small, church-based, non-profit organisation. The organisation works in an environment where there is a need for unity, but our research found conflict between the volunteers and the paid workers, and among the volunteers themselves. Conflict, which had become the over-riding consideration in all decisions, was paralysing the organisation. \ud
\ud
The paper gives some background to the organisation and the context in which it operates, describes the nature of the consultancy and the findings, and explains the recommendations we made to the organisation
- …
