Fact Sheet

Workforce Diversity and Competitive Advantage

S.no

Title, Author , Year of Publication Brian D'Netto and Amrik S.Sohal Human resource practices and workforce diversity: an empirical assessment
International Journal of Manpower,Vol. 20 No. 8, 1999, pp. 530-547.

Idea/ Variables

Conceptual frame work

Methodology

Major Findings

Limitations

Future Research

Human resource management practices

Diversity practices in i. ii. iii. iv. recruitment training and development performance appraisal remuneration

Sample: 500 large organizations in Australia. Data were collected using a structured questionnaire Main research question: Do organizations in Australia adequately use effective practices for managing workforce diversity?

diversity management practices in Australian organization is ``mediocre''. Organizations strongly believe that workforce diversity can provide substantial benefits. (mean=4.46).

Focused only on multiculturalism. Other dimensions of diversity, such as age and gender, were not included in this study Respondents in this study were all part of the ``management'' team. This study did not include employee'' responses

Future research can assess the use of diversity management practices in other areas such as leadership, teamwork, decision making, etc. This study can be replicated using ``employees'' as a sample.

McCuiston et al. Leading the diverse workforce Profit, prospects and progress.

Exploring best practices and challenges of leading todays diverse workforce.

focus groups in two geographically diverse locations: a large metropolitan city and a small rural coastal community Participants were

1. Leading today: need for clear vision and supportive climate honesty, integrity, and equity 2. Diverse

The information expressed represents the opinions of the participants, but it does not necessarily represent an objective picture of the entire top-level executive

The Leadership & Organization Development Journal Vol. 25 No. 1, 2004 pp. 73-92

selected from toplevel executives representing a cross section of industrial sectors

workforce: competitive advantage 3. Lack of socialization skills

population

Allen et al. Perceived diversity and organizational performance.

Employee Relations Vol. 30 No. 1, 2008 pp. 20-33

investigate the relationship between employee perceptions of diversity within the senior management, management and non-management levels of their organizations and their perceptions of organizational performance

Surveys were administered to 391 managers or professionals in 130 organizations located in the southeastern United States

Found strong support for the hypothesis that employee perceptions of diversity at the senior management level of an organization is positively related to perceptions of organizational performance. Likewise, there was support for the employee perceptions of diversity at the nonmanager level. firms recognized for diversity are distinguished by a

Perception lack objectivity US context Skewed base data

Jefferson P. Marquis, Nelson Lim,

evaluating approaches to diversity

whether diversity- analyzing the strategies friendly pursued by 14 corporations

Lynn M. Scott,

management on the basis of a synthesis Margaret C. of the best Harrell, Jennifer practices literature Kavanagh
Managing Diversity in Corporate America:An Exploratory Analysis
RANDs publications , 2008

really do stand out from other companies whether best practices alone make a company diversity-friendly

large U.S. companies recognized by Fortune magazine for their diversity or human resource achievements.

core set of motives and practices that resemble those presented in the best practices literature, but that best practices per se may not enable a company to achieve a high level of diversity.

Caleb Rosado what is meant by What Do We Mean By Managing Diversity? January 2006, Rosado Consulting for Change in Human Systems
managing diversity

Total Quality Diversity (TQD) model of managing diversity : operates on two levels: The Horizontalthe individual interactional change dimension (embracing and valuing

diversity); and The Verticalthe institutional structural change dimension (harnessing and empowering diversity) 6

Aparna Joshi and Susan E. Jackson

Managing workforce diversity to enhance cooperation in organizations

Diversity in teams will be manifested in cooperative behaviors between teams in

how the demographic composition of organizations influences the relationships between and within teams

Globalization and Managing diverse task groups diversity in the workforce of international tourism enterprises: Strategies to manage

employees diversity and challenges associated with the implementati on of those strategies By Kostas E. Sillignakis