This study identifies factors, which stimulate and develop diversity management competency within Saudi Arabia’s private sector. A quantitative exploratory approach is adopted here, in which 210 ...interviews were conducted with human resources management teams and employees in private Saudi enterprises across different sectors of activity: health, education, oil, and financial. The data collected was analyzed using AMOS 24. Based on the results, a research model was constructed in which three main determinants of diversity management competency were identified for the success of diversity management: leadership competencies (cognitive and communication); empowerment; and diversity training. The results show that there is complementarity between those factors, but that leadership diversity competencies are the most important, and especially the cognitive aspect. Added to this is diversity training, which affects diversity awareness and inclusiveness. It is concluded that factors related to the internal development of diversity management competency are cultivated and constructed. The research model can help managers in developing diversity management competencies to generate successful diversity management processes. Due to the limited literature on diversity management in general and for Saudi Arabia especially, this research enriches the existing literature. The model developed here can guide directors of multinationals based in Saudi Arabia and facilitate the implementation of diversity management for Saudi-owned companies who intend to adopt diversity management initiatives as a solution for development. This research is important for both theoretical and operational approaches, defining a critical aspect of diversity management through the definition and development of an interesting tool: diversity management competencies. The development of such competencies may be of benefit for organizations in more easily facing and managing diversity.
Prejudice Reduction: Progress and Challenges Paluck, Elizabeth Levy; Porat, Roni; Clark, Chelsey S ...
Annual review of psychology,
01/2021, Letnik:
72, Številka:
1
Journal Article
Recenzirano
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The past decade has seen rapid growth in research that evaluates methods for reducing prejudice. This essay reviews 418 experiments reported in 309 manuscripts from 2007 to 2019 to assess which ...approaches work best and why. Our quantitative assessment uses meta-analysis to estimate average effects. Our qualitative assessment calls attention to landmark studies that are noteworthy for sustained interventions, imaginative measurement, and transparency. However, 76% of all studies evaluate light touch interventions, the long-term impact of which remains unclear. The modal intervention uses mentalizing as a salve for prejudice. Although these studies report optimistic conclusions, we identify troubling indications of publication bias that may exaggerate effects. Furthermore, landmark studies often find limited effects, which suggests the need for further theoretical innovation or synergies with other kinds of psychological or structural interventions. We conclude that much research effort is theoretically and empirically ill-suited to provide actionable, evidence-based recommendations for reducing prejudice.
Despite growing recognition that lesbian, gay, bisexual, trans, queer, and other minority (LGBTQ+) employees have lower levels of workplace wellbeing than cis-gender heterosexual employees, few ...studies have examined how different workplace interventions may mitigate these disparities. This study provides first-time evidence of associations between LGBTQ+ employee wellbeing and two types of initiatives that have received substantial public attention and employer uptake: workplace gender and sexuality diversity training and ally (or employee) networks. To accomplish this, the analyses leverage Australian data from a unique, national employer-employee survey of workplace inclusion (2020 Australian Workplace Equality Index Employee Survey; n = 31,277). These data were used to derive individual- as well as organizational-level measures of diversity training and ally behaviors, and to estimate their associations with a multidimensional index of LGBTQ+ employee wellbeing using fully adjusted random-intercept multilevel regression models. The results indicated that all individual- and organizational-level measures of workplace diversity training and ally behaviors exhibited positive, large, and statistically significant associations with the LGBTQ+ employee wellbeing index, controlling for an extensive set of confounds and organization-specific random effects. These findings have significant implications for health policy and practice. Specifically, they indicate that diversity training and ally networks may improve wellbeing amongst LGBTQ+ employees. This suggests that employer investments in diversity training and ally networks are effective interventions to enhance workplace culture, employee productivity and intergroup relations.
•LGBTQ+ employees report lower levels of workplace wellbeing.•Employers are gradually adopting inclusion initiatives to redress this situation.•I examine how diversity training and ally networks affect LGBTQ+ employee wellbeing.•Both initiatives are associated with improved wellbeing amongst LGBTQ+ employees.•Diversity training and ally networks constitute valuable workplace interventions.
This meta-analysis of 260 independent samples assessed the effects of diversity training on 4 training outcomes over time and across characteristics of training context, design, and participants. ...Models from the training literature and psychological theory on diversity were used to generate theory-driven predictions. The results revealed an overall effect size (Hedges g) of .38 with the largest effect being for reactions to training and cognitive learning; smaller effects were found for behavioral and attitudinal/affective learning. Whereas the effects of diversity training on reactions and attitudinal/affective learning decayed over time, training effects on cognitive learning remained stable and even increased in some cases. While many of the diversity training programs fell short in demonstrating effectiveness on some training characteristics, our analysis does reveal that successful diversity training occurs. The positive effects of diversity training were greater when training was complemented by other diversity initiatives, targeted to both awareness and skills development, and conducted over a significant period of time. The proportion of women in a training group was associated with more favorable reactions to diversity training. Implications for policy and directions for future research on diversity training are discussed.
Encouraging Diversity in Dietetics Schrock, M.; Roofe, N.; Landry, A.
Journal of the Academy of Nutrition and Dietetics,
September 2018, 2018-09-00, 20180901, Letnik:
118, Številka:
9
Journal Article
Raziskovalno vprašanje (RV): Kako poteka planiranje raznolikosti v izbranih gospodarskih družbah v slovenskem prostoru, ki v uspešnih tujih podjetjih kot strateška odločitev z ustreznim menedžmentom ...pozitivno vpliva na pridobivanje poslovne prednosti? Namen: Namen raziskave je bila empirična raziskava o menedžerskih ukrepih planiranja raznolikosti v organizacijah ter podati predloge za izboljšanje obstoječega stanja na področju planiranja raznolikosti. Metoda: Populacijo je predstavljalo 71 slovenskih podjetij in organizacij, ki so hkrati podpisniki Listine raznolikosti Slovenija. Rezultate smo statistično obdelali z ustreznimi statističnimi metodami, ugotovitve pa vključili v zaključek raziskave. Rezultati: Ugotovljeno je bilo, da vsa podjetja in organizacije veliko pozornosti namenjajo vključevanju in sprejemanju raznolikih zaposlenih na osnovi osebnih okoliščin, spoštovanju enakih možnosti in upoštevanju pravnih okvirov. Še vedno pa je veliko prostora pri načrtovanju, vrednotenju, razvijanju in izkoriščanju raznolikosti kot tiste strateške odločitve, ki bi lahko z ustreznim menedžmentom pozitivno vplivala na izboljšane poslovne izide in pridobivanje poslovne prednosti, obenem pa bi botrovala v dvigu družbene odgovornosti. Organizacija: Predlagali smo priporočila za menedžerske ukrepe podjetjem in drugim organizacijam ne glede na njihovo velikost za vsa štiri temeljna področja menedžmenta - planiranje, organiziranje, vodenje in kontroliranje. Družba: Pomembno je, da si menedžment na vseh ravneh organiziranosti prizadeva, da so z raznolikostjo in menedžmentom raznolikosti seznanjeni in vključeni vsi zaposleni sodelavci, saj lahko tako razumejo njen pomen in vlogo pri delu. Ravno tako je pomembno, da se preučijo potrebe strank in drugih skupin zainteresiranih strani, od katerih je organizacija odvisna za gospodarski uspeh. Originalnost: Ugotovili smo, da je učinkovit menedžment raznolikosti v slovenskem prostoru relativno nov družbeni pojav, ki se postopoma uveljavlja tudi v gospodarskem in negospodarskem poslovnem okolju. Vendar področje planiranja raznolikosti še ni bilo dovolj raziskano, raznolikost pa še ni del zaveze vodstev podjetij in še ni dovolj prepoznana kot gradnik dodane vrednosti znotraj organizacij. Omejitve/nadaljnje raziskovanje: V raziskavi smo se omejili le na menedžerske ukrepe s področja planiranja raznolikosti znotraj teh organizacij, ne pa tudi s področij organiziranja, vodenja in kontroliranja raznolikosti, ali pristojnosti in odgovornosti menedžerjev do raznolikosti na različnih ravneh organiziranosti. Na podlagi rezultatov smo pripravili predloge za nadaljnje raziskovanje.
In this review, we utilize a narrative approach to synthesize the multidisciplinary literature on diversity training. In examining hundreds of articles on the topic, we discovered that the literature ...is amorphous and complex and does not allow us to reach decisive conclusions regarding best practices in diversity training. We note that scholars of diversity training, when testing the efficacy of their approaches, too often use proxy measures for success that are far removed from the types of consequential outcomes that reflect the purported goals of such trainings. We suggest that the enthusiasm for, and monetary investment in, diversity training has outpaced the available evidence that such programs are effective in achieving their goals. We recommend that researchers and practitioners work together for future investigations to propel the science of diversity training forward. We conclude with a roadmap for how to create a more rigorous and relevant science of diversity training.
The mixed effects of online diversity training Chang, Edward H.; Milkman, Katherine L.; Gromet, Dena M. ...
Proceedings of the National Academy of Sciences,
04/2019, Letnik:
116, Številka:
16
Journal Article
Recenzirano
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We present results from a large (n = 3,016) field experiment at a global organization testing whether a brief science-based online diversity training can change attitudes and behaviors toward women ...in the workplace. Our preregistered field experiment included an active placebo control and measured participants’ attitudes and real workplace decisions up to 20 weeks postintervention. Among groups whose average untreated attitudes—whereas still supportive of women—were relatively less supportive of women than other groups, our diversity training successfully produced attitude change but not behavior change. On the other hand, our diversity training successfully generated some behavior change among groups whose average untreated attitudes were already strongly supportive of women before training. This paper extends our knowledge about the pathways to attitude and behavior change in the context of bias reduction. However, the results suggest that the one-off diversity trainings that are commonplace in organizations are unlikely to be stand-alone solutions for promoting equality in the workplace, particularly given their limited efficacy among those groups whose behaviors policymakers are most eager to influence.
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