3.1 P15: Diversity in Organisations
Podsiadlowski: Managing a culturally diverse workplace: Diversity Perspectives in
Organisation
Intro
- Identify different ways organisations approach diversity and how these measures can
be measured in a diversity-sensitive & reliable way
Diversity = any significant difference that distinguishes one individual from another (Kreitz)
Diversity strategy
- Thomas & Ely – 3 different perspectives regarding an organisation’s approach to
diversity (values, reason to diversify):
1. The discrimination & fairness paradigm
2. The access & legitimacy paradigm
3. Learning & effectiveness paradigm
- Dass & Parker
4. Resistance perspective = increase in outside demand for diversity viewed as
threat/not important enough to discuss
- Roosevelt
Possible reactions to diversity: include/exclude, deny, assimilate, suppress, isolate,
tolerate, build relationships, mutually adapt
Podsiadlowski framework of 5 diversity perspectives
1. Reinforcing homogeneity: avoid/reject diverse workplace. Ignore cultural
differences, reject cultural diversity in favour of homogeneous workplace.
Perceive similarity to be important for intergroup relations
Schneider’s attention-selection-attrition hypothesis suggests that organisations
tend to attract, hire and retain similar types of people.
Driving out diversity can be explicit/implicit, e.g. using selection criteria that only
majority can meet
2. Colour-blind
3. Fairness – discrimination-and-fairness perspective should be divided into a
colour-blind & fairness perspective. People should be treated equally no matter
where they’re from
HOWEVER: colour-blindness focuses on equal employment opportunities but
without acknowledging potential differences due to different cultural
backgrounds. Fairness ensures equal & fair treatment through addressing the need
for specific support for minority groups, reducing social inequalities
4. Access – diversity is a business strategy that provides access to diverse customer
base & international markets
5. Integration & learning – broader, suggests that everyone can benefit from a
diverse work environment, where everyone can benefit, including those within
organisation
Access perspective sees diversity as a business strategy, but integration & learning
perspective moves beyond business-related reasons
These 5 strategies are on continuum from defensive to reactive to proactive
, Diversity Management
- Organisational perspective on diversity determines impact of diversity in organisation,
and should differ in their management of a diverse workforce depending on their
dominant diversity perspective
Present study research question: how can the 5 diversity perspectives be measured, and
what effects do they achieve in groups & organisations?
Study 1: diversity perspectives in Austria
- How diversity is perceived in different types of private businesses and which patterns
of managing cultural diversity can be identified with regard to an organisation’s
strategy, structure and management
Results
Diversity Perspective
- Most common perspective was Access – 13 organisations categorised as having this
perspective, all operated internationally, a key factor of this perspective
- Second most common perspective was Integration & Learning
- 4 organisations had Colour-Blind perspective, 3 had Fairness perspective, 3 showed
Reinforcing Homogeneity perspective
Diversity Management
- Lack of diversity management; more about expatriates working for them and less
about diversity – “Diversity is actually not a topic here in Austria”.
Diversity initiatives more episodic than systemic, focus on language courses &
formalised recruitment & selection procedures
- High number of foreign employees didn’t mean diversity programs were being
implemented
- Some support: accommodating migrants’ needs, awareness of potential intercultural
conflicts, etc.
Conclusions from Study 1
- Austrians don’t have much diversity management; some initiatives are being adopted
Study 2: measurement of diversity perspectives in Austria
- Aim was to develop questionnaire and validate it on theoretically derived criteria,
using results from study 1
- Schneider’s attraction-selection-attrition hypothesis says that organisations strive
for homogeneity naturally, so diversity must be proactively developed through
mechanisms that enhance heterogeneity. Mechanisms that increase diversity
perceived as costly when striving for homogeneity, so Reinforcing Homogeneity
specifically connected w/costs
- Colour Blind perspective relates neither to diversity or homogeneity, as same
decision-making process is applied to every individual
- Access perspective: organisational effectiveness increases, diversity related to
benefits
- Fairness perspective: strives for mechanisms that enable equal opportunities & fair
treatment, so associated w/costs but not with benefits/appreciation because more
linked to legitimation & social responsibility
- Integration & learning perspective encourages employees to explore & experience
the link between cultural diversity, work style & work outcome. Integration &
learning related to benefits & appreciation
Podsiadlowski: Managing a culturally diverse workplace: Diversity Perspectives in
Organisation
Intro
- Identify different ways organisations approach diversity and how these measures can
be measured in a diversity-sensitive & reliable way
Diversity = any significant difference that distinguishes one individual from another (Kreitz)
Diversity strategy
- Thomas & Ely – 3 different perspectives regarding an organisation’s approach to
diversity (values, reason to diversify):
1. The discrimination & fairness paradigm
2. The access & legitimacy paradigm
3. Learning & effectiveness paradigm
- Dass & Parker
4. Resistance perspective = increase in outside demand for diversity viewed as
threat/not important enough to discuss
- Roosevelt
Possible reactions to diversity: include/exclude, deny, assimilate, suppress, isolate,
tolerate, build relationships, mutually adapt
Podsiadlowski framework of 5 diversity perspectives
1. Reinforcing homogeneity: avoid/reject diverse workplace. Ignore cultural
differences, reject cultural diversity in favour of homogeneous workplace.
Perceive similarity to be important for intergroup relations
Schneider’s attention-selection-attrition hypothesis suggests that organisations
tend to attract, hire and retain similar types of people.
Driving out diversity can be explicit/implicit, e.g. using selection criteria that only
majority can meet
2. Colour-blind
3. Fairness – discrimination-and-fairness perspective should be divided into a
colour-blind & fairness perspective. People should be treated equally no matter
where they’re from
HOWEVER: colour-blindness focuses on equal employment opportunities but
without acknowledging potential differences due to different cultural
backgrounds. Fairness ensures equal & fair treatment through addressing the need
for specific support for minority groups, reducing social inequalities
4. Access – diversity is a business strategy that provides access to diverse customer
base & international markets
5. Integration & learning – broader, suggests that everyone can benefit from a
diverse work environment, where everyone can benefit, including those within
organisation
Access perspective sees diversity as a business strategy, but integration & learning
perspective moves beyond business-related reasons
These 5 strategies are on continuum from defensive to reactive to proactive
, Diversity Management
- Organisational perspective on diversity determines impact of diversity in organisation,
and should differ in their management of a diverse workforce depending on their
dominant diversity perspective
Present study research question: how can the 5 diversity perspectives be measured, and
what effects do they achieve in groups & organisations?
Study 1: diversity perspectives in Austria
- How diversity is perceived in different types of private businesses and which patterns
of managing cultural diversity can be identified with regard to an organisation’s
strategy, structure and management
Results
Diversity Perspective
- Most common perspective was Access – 13 organisations categorised as having this
perspective, all operated internationally, a key factor of this perspective
- Second most common perspective was Integration & Learning
- 4 organisations had Colour-Blind perspective, 3 had Fairness perspective, 3 showed
Reinforcing Homogeneity perspective
Diversity Management
- Lack of diversity management; more about expatriates working for them and less
about diversity – “Diversity is actually not a topic here in Austria”.
Diversity initiatives more episodic than systemic, focus on language courses &
formalised recruitment & selection procedures
- High number of foreign employees didn’t mean diversity programs were being
implemented
- Some support: accommodating migrants’ needs, awareness of potential intercultural
conflicts, etc.
Conclusions from Study 1
- Austrians don’t have much diversity management; some initiatives are being adopted
Study 2: measurement of diversity perspectives in Austria
- Aim was to develop questionnaire and validate it on theoretically derived criteria,
using results from study 1
- Schneider’s attraction-selection-attrition hypothesis says that organisations strive
for homogeneity naturally, so diversity must be proactively developed through
mechanisms that enhance heterogeneity. Mechanisms that increase diversity
perceived as costly when striving for homogeneity, so Reinforcing Homogeneity
specifically connected w/costs
- Colour Blind perspective relates neither to diversity or homogeneity, as same
decision-making process is applied to every individual
- Access perspective: organisational effectiveness increases, diversity related to
benefits
- Fairness perspective: strives for mechanisms that enable equal opportunities & fair
treatment, so associated w/costs but not with benefits/appreciation because more
linked to legitimation & social responsibility
- Integration & learning perspective encourages employees to explore & experience
the link between cultural diversity, work style & work outcome. Integration &
learning related to benefits & appreciation
