ACCOUNTING FOR DIVERSITY: A global diversity perspective Professor Mustafa Özbilgin Brunel...

ACCOUNTING FOR DIVERSITY: A global diversity perspective

Professor Mustafa Özbilgin

Brunel University, LondonUniversite Paris-DauphineKoç University, Istanbul

Presentation at the University of Montréal2 July 2015

Twitter: @ozbilgin

Equal standards

Equal treatment

Equal outcomes

Equal representa

tion

Wh

at

is

eq

uali

ty?

Amartya Sen, Inequality Reexamined, Oxford: Oxford University Press, 1992.

Equal standards

Equal treatment

Equal outcomes

Equal representa

tion

Wh

at

is

eq

uali

ty?

Amartya Sen, Inequality Reexamined, Oxford: Oxford University Press, 1992.

Opportunities

Policies

Career processes

Verticalsegregation

Horizontal segregation

Quotas

Attitudes and behaviours

Harassment and bullying

Bias

Pay gap

Terms

Conditions

Equality – how?

Liberal change

Radical change

Transformational change

Short and long agendas of change

See: Cynthia Cockburn, 1989, Equal Opportunities: the short and long agenda, Industrial Relations Journal, 20 (3): 213-225.

Verbalism vs. activism (Freire, 1972)

Verbalism = Reflection without action

Activism = Action without reflection

Diversity Management:Recognising and valuing difference

An example of verbalism

What is global diversity management?

planning, coordinating and implementing a set of strategies, policies, initiatives, and training and development activities that seek to accommodate and leverage diverse sets of social and individual backgrounds, interests, beliefs, values and ways of work across branch networks of organisations with international, multinational, global and transnational workforces and operations (Ozbilgin and Tatli 2008)

8

Four Models of Global Diversity Management

9


Source: Ozbilgin 2008

10


Organizational

Policy Makers(TMT)

· Beliefs & attitudes

· Demographics· Cultural IQ· Prior int’l

experience · Interpersonal

relations in TMT

Organizational

Policy Makers(TMT)




relations in TMT

Flexibility of Human Resource Management · Deriving an emic understanding of local context· Designing & implementing culturally-consistent

management policies, practices and procedures



Development of Global Competencies· Global talent development for employees worldwide· International assignments as part of systematic talent

development· Cross-cultural training for all employees with global

contacts· Inclusion of employees in global work teams· Encouragement of cross-national social networks




Performance and Innovation

· Organizational and unit performance (e.g., product or service quality; health & safety; financial indices)

· Effectiveness of cross-national teams


· Organizational and unit performance (e.g., product or service quality; health & safety; financial indices)


Global Diversity Definitions & Practices· Definitions of diversity sensitive to cultural context· Unifying organizational diversity initiatives encourage

inclusion, but allow flexibility for local programs; global accountability

· Local targets for alleviating workforce discrimination· Recognizing local repercussions of protecting target

groups (e.g., gender, religion)· Local director of diversity programs





Reactions to Global Diversity Program

· Employees’ acceptance and/or backlash

· Organization’s local reputation as employer




Inclusion of Global Units· Seeking & using global input for decisions that affect

global units· Building trusting & collaborative relationships across

global units



global units

Organizational

Culture· Multicultural

vs. monolithic

· Openness to change & continuous improvement

Organizational


vs. monolithic


Global Knowledge Creation & Sharing


Employee Engagement· Employees’ sense of

inclusion and being valued· Employees’ attitudes &

fairness perceptions




Leadership & Cultural

Foundations

Global Diversity Management

Diversity-Related

Organizational Outcomes

A Process Model of Global Diversity Management



global units



global units




global units



global units




Diversity-Related





















· Organizational and unit performance metrics (e.g., product or service quality; health & safety; financial indices)













global units



global units




Diversity-Related


































global units



global units










Diversity-Related




















Organizational

Policy Makers(TMT)




relations in TMT

Organizational

Policy Makers(TMT)




relations in TMT















global units



global units









Leadership & Culture

Foundations


Diversity-Related




















Organizational

Policy Makers(TMT)




relations in TMT

Organizational

Policy Makers(TMT)




relations in TMT















global units



global units

Organizational


vs. monolithic


Organizational


vs. monolithic











Foundations


Diversity-Related




















A Process Model of Global Diversity Management

Organizational

Policy Makers(TMT)




relations in TMT

Organizational

Policy Makers(TMT)




relations in TMT















global units



global units

Organizational


vs. monolithic


Organizational


vs. monolithic











Foundations


Diversity-Related




















Nishii, L. and Özbilgin, M. 2007. Global Diversity Management: towards a conceptual framework, International Journal of Human Resource Management

Four Contrasting Examples

Public SectorPolicy – practice divide

Automobile Manufacturing Sector- tyranny of measurement

Private Recruitment Agency Sector- moral vacuums

Creative and Cultural Sectors- class as the hidden diversity- work placements and unpaid work

4. The intervention model of global diversity management

SUPPORT IN THE SOCIO-POLITICAL CONTEXT

RE

SO

UR

CE

S A

ND

L

EA

DE

RS

HIP

S

UP

PO

RT

DIVERSIT

Y MANAGEM

ENT

INTERVENTIO

NS

MATURIT

Y

AND

LEGITIM

ACY

Low

High

Low

High

Low High

Diversity statement

STATUS QUO

ORGANISATIONALCH

AN

GE

Diversity training

Diversity surveys, employee groups, champions INFORMATION

Setting up diversity office

Setting up diversity networkSetting up diversity council

Managing diversity performanceFlexible HR procedures

STRUCTURAL Changing representation

Changing routines OD and OC

Inclusion ?????CULTURAL

Quotas

From North America in late 1980s to the world National, regional and global perspectives are emerging (Klarsfeld, 2010; Syed and Ozbilgin, 2010; Ozbilgin and Tatli 2008)Lombardo et al. (2009, 2010) – discursive politics

fixing, shrinking,stretching and bending

Movement of Diversity Management

The meaning of a concept is always temporarily fixed, which is a necessary step for having a workable definition on which policies could be based.

Temporarily fixed meanings are outcomes of the three processes: shrinking, stretching and bending.

Shrinking refers to the process through which scope of a concept is limited to a narrower set of meanings and policy goals

The process of stretching results in broadening the meaning of a concept to include dimensions and meanings, which are not originally signified by the concept.

Bending of a concept aims to fix the meaning of a concept in order to match the policy goals, which are different to the ones that the concept originally intended to address.

In the process of travel, a concept can experience one or more of these transformations at the same time. Therefore, it is important not to consider these forms of conceptual transformations as mutually exclusive.

Fixing, Shrinking, Stretching and Bending (Lombardo et al. 2009 and 2010)

28

Diversity, multiculturalism and voluntarism

(the case of UK)

29

DM is fixed as a policy approach to address multicultural society. Bent away from morally driven equal opportunities agenda towards a pro-business one (Liff and Wajcman 1996). Stretched to include multiple forms of difference (Healy et al. 2010). Shrunk to instrumental logic and bottom line concerns

Hegemonic frames: Multiculturalism (Oikelome 2010), individualism and voluntarism (Ozbilgin and Tatli 2011) based on the business case

Blind spots: Social class inequalities, affirmative action and equality quotas (Noon 2010)

Diversity, multiculturalism and voluntarism (the case of UK)

30

DM is fixed around values of freedom, equality, and brotherhood. Bent to the values of French Republicanism (Al Ariss and Ozbilgin 2010). Shrunk to issues of assimilation of ethnic minorities. Stretched to include issues related to culture and gender (Cornet 2002) and business processes (Dameron and Joffre 2007).

Hegemonic Frames: Secularism, equality (Klarsfeld 2009) and social responsibility (Chanlat 2002)

Blind spots: Discrimination based on race/ethnicity and religion (Al Ariss and Syed 2011).

Diversity, republicanism and assimilation (the case of France)

31

DM is fixed around an assimilative notion of integration (Esser 2006). Bent to address immigration concerns. Shrunk to gender equality and integration of immigrant/ethnic minorities (Koppell et al 2007). Stretched to respond to business needs (Vedder 2006).

Hegemonic Frames: Gender equality (Koall and Bruchhagen 2002) and the business case (Koppell et al 2007)

Blind spots: Racism and discrimination based on race/ethnicity (Vassilopoulou 2011)

Diversity, migration and integracism (the case of Germany)

32

the concept of diversity is contextual, contested and temporal rather than universally fixed.

what diversity (and the management of it) means is fixed only temporarily and locally through a political process of negotiation.

these temporarily and locally fixed definitions and frames of diversity are path dependent and shaped by the regulatory context in each country.

simultaneous attention should be paid to what is stated, done and performed and what remains undone, silent and taboo

Diversity as a migrating concept

33

Arguments (Cases) for Diversity Management

Business case Social case Economic case Political case Moral case

Accounting for diversity:

range of measures, metrics, and discourses that connect workforce diversity with individual, team and organisational level outcomes.

What are categories of global diversity?

categories, which have been historically embedded in civil rights movements such as gender (e.g. Metz & Harzing, 2012; Haq, 2012; Konrad et al., 2010; Castilla & Benard, 2010), ethnicity/race (e.g. Price et al., 2013; Singh et al., 2013; Ragins et al., 2012; Kaplan et al., 2011), disability (e.g.Barclay & Markel 2009; Clair et al. 2005; McLaughlin et al. 2004), sexual orientation (e.g. Colgan et al., 2009; Johnston & Malina, 2008). emergent themes such as age (e.g. Liebermann et al., 2013; Galia & Zenou 2012; Kunze et al., 2011), religion and belief (e.g. Gelb & Longacre, 2012), cultural/class differences (e.g. Samnani et al., 2013; Rao, 2012; Chen et al., 2012; Gong et al., 2011; Hinrichs 2011; Acker 2011)job related categories including education and tenure (e.g. Gilson et al., 2013; Dutta & Merenda, 2011; Sosa, 2011), and job function and expertise (e.g. Pelled, and Adler, 1994; Peters & Karren 2009), have recently been considered as strands of workforce diversity

Which of the following categories does your diversity policy cover?

Disability 170Ethnicity 166Gender 165Religion 160Sexual orientation 159Nationality 138Age 130Marital status 120Parental status 87Trade union membership 61Criminal convictions 61All forms of difference 57Social and economic background 47Mental health 39Physical appearance 31Political ideology 27Weight 9Postcode 8Accent 7

Accounting for diversity

Individual level: positive outcomes eg higher levels of job satisfaction,

commitment and productivity and lower levels of turnover intention (Gonzalez & Denisi, 2009; Leslie & Gelfand, 2008; Mckay et al., 2007).

negative consequences eg lower levels of communication and job embeddedness , lack of bonding among staff (Gong et al., 2011; Wolff et al., 2010).

Team level: higher levels of innovation & creativity, communication

effectiveness, job satisfaction etc (Nakata & Im, 2010; Boone & Hendriks, 2009)

negative consequences eg loss of time and resources, increases in task conflict in terms, of workforce diversity (Stahl et al., 2010; Shachaf, 2008).

Organisational level: performance and innovation (Ostergaard et al., 2011; Galia &

Zenou, 2012; Singh et al., 2001), remain mixed and complicated by a large number of multi-level influences and considerations (Mahadeo et al., 2012; Lee & James 2007).

Diversity, management and performance

Workforce diversity performanceinnovation

Effective managementperformanceof diversityinnovation

Neoliberalism in the UK

Deregulation (voluntarism and self-regulation) (Kinderman 2012; Scott and Williams 2014)

Individualism (decline of social) (Skeggs, 2004)

Competition (financialisation) (Thomas, 1991)

Shareholder value

“We believe that diversity contributes to the bottom line”.

Stakeholder Approach

“… we will be a better place to work. …we want to make sure different groups [inside and outside the organisation] get along with each other”.

Regulatory Approach

“Really pushing our focus on social mobility here in the UK. It’s a big area of focus. So the benefit about that is I can affect change. The challenge is it takes a lot of time [in the absence of coercive regulation]. It’s all about relationships, and it’s all about influencing”.

Global Value Chain

“Whereas in today’s world, that [bottom line argument] is not enough. You do not only need a kind of globalisation paradigm, you need to understand shifts and differences, you need to understand the impact of ownerships and cultures and where resources realistically lie”.

Global value chain

Regulatory

context

Stakeholder value

Shareholder Value

Ap

pro

ach

es

to a

ccou

nti

ng

for

div

ers

ity

from

narr

ow

to b

road

fo

cus

Managing diversity as resistance in the neoliberal context

Neoliberalism Reflections Resistance

Deregulation Voluntarism Use of sectoral regulation

Repeal of laws Levergaing lawsDeinstitutionalisation Institutionalisation

Individualism Individual differences Group differencesWithout community With communityWithout unions With unions

Competition Financialisation Value chain and stakeholder approach

Focus on competition Focus on responsibilityWithout stakeholders With stakeholders

Neoliberalism and diversity

From voluntarism to support for legislation

From individualism to commity, networks, collectives and partnerships

From competition to service, compliance and value chains

Tragedy of Commons (Individual vs Collective)

Voluntarism

Ind

ivid

uali

sm

Employers

Private Sector

Low High

Low

Hig

h

Politics of equality and diversity at work in Britain

Ozbilgin and Tatli 2011

Equality Bodies

Public Sector

Trade Unions

introduce

deadlines

•impose short deadlines for equality interventions

add reinforcem

ent

•Introduce reward and penalties

change structure

s

•require long-term changes of structural nature

reinforce short-term

practices

•provide incentives for being ‘best-in-class

get outside

help

•facilitate learning across organisations, sectors and countries

set up an authority

to regulate

•empower regulatory bodies with resources and authority.

Jonsen, K.; Tatli, A.; Özbilgin, M. and Bell, M.P. (in press) The tragedy of the (un)commons: reframing workforce diversity, Human Relations.

Overcoming the tragedy of (un)commons: in

divid

ualism

an

d vo

lun

tarism

When habitus encounters a social world of which it is the product, it is

like a ‘fish in water’. (Bourdieu and Wacquant 1992: 127)

From etic to emic categories of diversity

Emic framing of diversity

Who are the

holders of power?

What are their

resources?

What are institution

al mechanisms that

privilege them?

What are the

common attributes

of the powerful?

How do acquisitio

n of power

and attributes

of powerful interplay?

Tatli, A. and Ozbilgin MF (in press) An emic approach to intersectional study of diversity at work: A Bourdieuan framing, International Journal of Management Reviews.

An emic approach

How to study intersectional privilege?

Step 1: Empirically investigate the power configurations in the organisation by identifying who in organisation holds greater levels of symbolic capital

Step 2: Identify the types of social capital and cultural capital held by the power holders.

Step 3: Investigate organisational processes that enable specific types of social and cultural capital become valued and recognised resources for access to power.

Step 4: Search for group-based diversity attributes that endow individuals with privilege and legitimacy.

Step 5: Map out the interplay between capital accumulation processes and diversity across organisational, sectoral and societal levels.

ACCOUNTING FOR DIVERSITY: A global diversity perspective Professor Mustafa Özbilgin Brunel...

Documents

Transcript of ACCOUNTING FOR DIVERSITY: A global diversity perspective Professor Mustafa Özbilgin Brunel...