Journal articles on the topic 'Diversity management. Discrimination'
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Madera, Juan M. "What’s in It for Me? Perspective Taking as an Intervention for Improving Attitudes Toward Diversity Management." Cornell Hospitality Quarterly 59, no. 2 (September 6, 2017): 100–111. http://dx.doi.org/10.1177/1938965517730319.
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Hospitality organizations are increasingly investing in diversity management to address the reality of a diverse hospitality workforce. The effectiveness of diversity management highly depends on employee supportive attitudes; however, extant research shows that not all employees have positive attitudes toward diversity management. Using experimental methods, the current study examines situational perspective taking of discrimination—imagining being the target of workplace discrimination—as an intervention to influence the perceived utility and importance of diversity management using frontline hotel managers (Study 1) and hospitality students seeking careers in hospitality (Study 2) with two different methods of collecting data. Both studies showed that situational perspective taking of discrimination increases the perceived utility and importance of diversity management. Mediation analyses showed that it is through inducing negative affect that situational perspective taking leads to more positive attitudes toward diversity management. The results provide insight for hospitality organizations that use corporate websites and other recruitment activities to promote support for diversity management. Specifically, organizations should prime egocentric biases by emphasizing that diversity management protects all employees, regardless of different demographic characteristics, from workplace discrimination.
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Mehng, Si Ahn, Sang Hyeon Sung, and Lisa M. Leslie. "Does diversity management matter in a traditionally homogeneous culture?" Equality, Diversity and Inclusion: An International Journal 38, no. 7 (September 16, 2019): 743–62. http://dx.doi.org/10.1108/edi-10-2017-0227.
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Purpose The purpose of this paper is to investigate diversity management in an under-researched country by merging theoretical insights developed in the Western literature with cultural aspects of a traditionally homogeneous country, South Korea. Design/methodology/approach This study integrates theory and research on why diversity can have either a positive (i.e. the information/decision-making paradigm) or a negative (i.e. the social categorization paradigm) effect on performance with different diversity perspectives (i.e. integration-and-learning, access-and-legitimacy, and discrimination-and-fairness). This study develops a model of when and how gender diversity affects organization performance and test the model with a sample of 177 South Korean organizations. Findings This study finds that gender diversity is negatively related to organization performance in South Korea. This study also finds that the effect of gender diversity is contingent on organizational diversity perspectives. Organizations with high gender diversity perform better to the extent that they have a discrimination-fairness perspective, but not a business-oriented perspective. On the other hand, a discrimination-fairness perspective is unrelated to performance for organizations that are low in gender diversity. Originality/value Although gender diversity in the South Korean workplace continues to increase, the relationship between gender diversity and organization performance has rarely been studied in the aspect of Korea’s traditionally homogeneous culture. This study highlights the importance of cultural-contingencies in understanding the consequences of diversity.
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James, Erika Hayes, and Lynn Perry Wooten. "Diversity Crises: How Firms Manage Discrimination Lawsuits." Academy of Management Journal 49, no. 6 (December 2006): 1103–18. http://dx.doi.org/10.5465/amj.2006.23478091.
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Özdemir, Feriha. "Managing Diversity and Capabilities." European Journal of Interdisciplinary Studies 3, no. 1 (January 21, 2017): 62. http://dx.doi.org/10.26417/ejis.v3i1.62-70.
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As a powerful driver, small and medium enterprises (SME) has a huge contribution to the German economy. The shortage of skilled workers underlines an emerging and resilient German economy. However, the future prospects of SME depend on creative employees as key actors. Nevertheless, demographic change is perceptible so that the labour integration of resident immigrants becomes more important. But several studies investigated inequalities especially discrimination in the labour market intensifying brain drain. Social discrimination has great impact on the capabilities of people, particularly in labour. Disadvantages are exposed to a lack of opportunities with the result of a capability gap. Diversity management offers competitive advantages but is mostly a management tool of bigger enterprise performances. This paper will present a process of enabling and empowering management process of capabilities. It is presented by the example of the solution cycle which will be called a participatory process design contributing to the lack in the classic management of diversity.
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Özdemir, Feriha. "Managing Diversity and Capabilities." European Journal of Interdisciplinary Studies 3, no. 1 (January 21, 2017): 62. http://dx.doi.org/10.26417/ejis.v3i1.p62-70.
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As a powerful driver, small and medium enterprises (SME) has a huge contribution to the German economy. The shortage of skilled workers underlines an emerging and resilient German economy. However, the future prospects of SME depend on creative employees as key actors. Nevertheless, demographic change is perceptible so that the labour integration of resident immigrants becomes more important. But several studies investigated inequalities especially discrimination in the labour market intensifying brain drain. Social discrimination has great impact on the capabilities of people, particularly in labour. Disadvantages are exposed to a lack of opportunities with the result of a capability gap. Diversity management offers competitive advantages but is mostly a management tool of bigger enterprise performances. This paper will present a process of enabling and empowering management process of capabilities. It is presented by the example of the solution cycle which will be called a participatory process design contributing to the lack in the classic management of diversity.
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Özdemir, Feriha. "Managing Diversity and Capabilities." European Journal of Interdisciplinary Studies 7, no. 1 (January 21, 2017): 62. http://dx.doi.org/10.26417/ejis.v7i1.p62-70.
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As a powerful driver, small and medium enterprises (SME) has a huge contribution to the German economy. The shortage of skilled workers underlines an emerging and resilient German economy. However, the future prospects of SME depend on creative employees as key actors. Nevertheless, demographic change is perceptible so that the labour integration of resident immigrants becomes more important. But several studies investigated inequalities especially discrimination in the labour market intensifying brain drain. Social discrimination has great impact on the capabilities of people, particularly in labour. Disadvantages are exposed to a lack of opportunities with the result of a capability gap. Diversity management offers competitive advantages but is mostly a management tool of bigger enterprise performances. This paper will present a process of enabling and empowering management process of capabilities. It is presented by the example of the solution cycle which will be called a participatory process design contributing to the lack in the classic management of diversity.
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Sukalova, Viera, and Pavel Ceniga. "Diversity Management in Sustainable Human Resources Management." SHS Web of Conferences 74 (2020): 01033. http://dx.doi.org/10.1051/shsconf/20207401033.
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Today, globalization is becoming more and more widespread and important in almost all areas in the social, economic and political spheres. In most cases, it is globalization that brings diversity to everyday life. This diversity is gradually penetrating into other spheres, which is why business managers are increasingly confronted with a diverse workforce; employees of different origins, race, gender, or age. The policy of diversity management contributes to the strengthening of social responsibility of the company and is also an element of the competitiveness. Our research was aimed to enhance understanding of diversity management importance in nowadays organization, to explain various aspects of management diversity, it´s legislative framework. Another objective was to examine perception of the issue of management diversity by the middle managers of various organisations in Slovakia. To achieve these goals we used methods of literature review, desk review; primary data were collected by questionnaire and interview. Finding show the relation between demographic development and diversity management in companies; in examining the perception of the issue of diversity management, we found the understanding of diversity management as synonymous with anti-discrimination measures. Our research led also to recommendations for implementation of management diversity for human resource management sustainability.
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Chung, Yunhyung, Stanley M. Gully, and Kathi J. Lovelace. "Predicting Readiness for Diversity Training." Journal of Personnel Psychology 16, no. 1 (January 2017): 25–35. http://dx.doi.org/10.1027/1866-5888/a000170.
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Abstract. Using data collected from 160 employed professionals in the US, we performed multivariate and univariate multiple regression analyses to examine the joint effect of perceived ethnic discrimination and ethnic dyadic dissimilarity on trainee readiness for diversity training (pre-training motivation to learn, self-efficacy, intention to use, and perceived utility). A significant interaction effect showed that individuals displayed stronger pre-training motivation to learn, intention to use, and perceived utility when they perceived discrimination based on ethnic background and when they were ethnically dissimilar to their supervisor. However, perceived ethnic discrimination was not associated with these three readiness variables when subordinate-supervisor ethnic backgrounds were the same. Implications for theory and practice are discussed.
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Machado, Carolina Feliciana, and Ana Luísa Costa. "Diversity Management: Homosexuality and the Labor Market." Administrative Sciences 12, no. 4 (October 10, 2022): 134. http://dx.doi.org/10.3390/admsci12040134.
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The main aim of this article is the study of the relationship between homosexuality and the labor market. Studies on minorities have gained a lot of emphasis; however, about sexual minorities, these are still not very expressive, especially regarding the labor context. Although sexual orientation is not professionally related, homosexual workers still suffer discrimination, the impact of which is reflected in their health, wages, and job opportunities. Thus, workers may decide to limit the disclosure of their sexual orientation at work or to assume it, decisions that vary according to their working environments. Inclusive organizational environments and policies are relevant tools that organizations need to adopt, to create safety and happiness at work. To achieve the study aims, an ethnographic approach was taken. An interview guide was elaborated and interviews conducted with homosexual workers to analyze their realities and professional experiences. The results allow us to conclude that homosexuality not only negatively influences the hiring of workers, who see their access to the labor market restricted, but also influences the daily lives of many of them, affecting their physical and mental wellbeing. Identity management differs according to the found working context. Most of the non-assumed workers are doing so as a form of protection, and those who are assumed do so due to the good environment that surrounds them as well as the friendly relationships created. Although it is a reality still far from desirable, the existence of policies to protect against discrimination and awareness of equal treatment are measures that stand out, manifesting themselves in more genuine labor relations and greater organizational satisfaction and commitment.
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Sargeant, Malcolm. "For Diversity, Against Discrimination: the Contradictory Approach to Age Discrimination in Employment." International Journal of Comparative Labour Law and Industrial Relations 21, Issue 4 (December 1, 2005): 629–44. http://dx.doi.org/10.54648/ijcl2005029.
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Abstract: This article argues that there is a contradiction contained within the Framework Directive on Equal Treatment in Employment and Occupation and the UK Government?s proposals for implementing it. There is a distinction between the business justification for encouraging diversity in the workforce and the human rights justification for ending age discrimination. The first approach weakens the latter by legitimising continued discrimination on the basis of age. This is especially important because there is a close relationship between age discrimination and discrimination on the grounds of sex, race and disability.
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Romani, Laurence, Lotte Holck, and Annette Risberg. "Benevolent discrimination: Explaining how human resources professionals can be blind to the harm of diversity initiatives." Organization 26, no. 3 (November 22, 2018): 371–90. http://dx.doi.org/10.1177/1350508418812585.
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This article contributes to critical diversity management studies by exploring how human resources professionals do not see that the diversity measures they initiate can contribute to the reproduction of inequalities. We argue that framing such practices as benevolent obscures the fact that they are discriminatory acts. Drawing on the concept of benevolent discrimination, we conceptualise it along three dimensions: (1) a well-intended effort to address discrimination within (2) a social relationship that constructs the others as inferior and in need of help, which is granted with (3) the expectation that they will accommodate into the existing hierarchical order. Benevolent discrimination is a subtle and structural form of discrimination that is difficult to see for those performing it, because it frames their action as positive, in solidarity with the (inferior) other who is helped, and within a hierarchical order that is taken for granted. We develop the concept of benevolent discrimination building on an in-depth qualitative case study of a Swedish organisation that is believed to be exemplary in its engagement in diversity management initiatives. The organisation is however swayed by an inequality regime based on the intersection of class and ethnicity. We argue that it is precisely because human resources professionals frame their actions as acts of benevolence that they cannot see how they take part in organisational discrimination.
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Jedwab, Jack. "Diversity Management and Discrimination: Immigrants and Ethnic Minorities in the EU." Journal of International Migration and Integration / Revue de l'integration et de la migration internationale 10, no. 2 (March 28, 2009): 209–10. http://dx.doi.org/10.1007/s12134-009-0092-1.
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Dwertmann, David J. G., Lisa H. Nishii, and Daan van Knippenberg. "Disentangling the Fairness & Discrimination and Synergy Perspectives on Diversity Climate." Journal of Management 42, no. 5 (March 9, 2016): 1136–68. http://dx.doi.org/10.1177/0149206316630380.
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We provide a theory-driven review of empirical research in diversity climate to identify a number of problems with the current state of the science as well as a research agenda to move the field forward. The core issues we identify include (a) the fact that diversity climate is typically treated as unidimensional, whereas diversity research would suggest that there are two major perspectives that could be reflected in diversity climate—efforts to ensure equal employment opportunity and the absence of discrimination versus efforts to create synergy from diversity; (b) a tendency to let the level of analysis (individual psychological climate or shared team or organizational climate) be dictated by convenience rather than by careful theoretical consideration, thus sidestepping key issues for research concerning the causes and consequences of the sharedness, or lack thereof, of diversity climate perceptions; and (c) the tendency to include diversity attitudes and other nonclimate elements in climate measures even though they are different from climate both conceptually and in their antecedents and consequences. The research agenda we advance suggests a need both for different operationalizations and for new research questions in diversity climate, diversity, and relational demography research.
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Chakraborty, Shreyashi, and Leena Chatterjee. "Rationales of gender diversity management policies and practices in India: an exploratory empirical study in the Indian IT/ITeS industry." Equality, Diversity and Inclusion: An International Journal 39, no. 6 (April 8, 2020): 667–88. http://dx.doi.org/10.1108/edi-04-2019-0124.
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PurposeThe Indian context is marked with weak anti-discrimination laws and patchy implementation of protection of civil rights of women at workplaces. The purpose of this paper is to unearth the rationales of the adoption of gender diversity management policies and practices in India, in the absence of laws and regulations.Design/methodology/approachInspiration is drawn from previous studies on diversity management in other national contexts, and a survey methodology was adopted. The lead researcher administered the questionnaires personally to all respondents to ensure that the understanding of the questions is uniform across respondents as gender diversity management is a relatively new concept in India.FindingsSize of the organisation (number of full-time employees), the influence of external organisations and perceived enhanced organisational flexibility were found to explain the adoption of gender diversity management policies and practices in the Indian IT/ITeS industry. Findings also indicate that Indian subsidiaries of foreign multinationals tend to adopt more gender diversity management policies and practices as compared to Indian-owned organisations.Research implicationsThis study provides evidence that organisations do not always enact structures or behaviours in the pursuit of normative rationality and also consider the economic value of them, establishing an organisational agency in adopting legitimated norms or practices. The study also shows that gender diversity management policies and practices are not only dependent on the enactment of laws but also are adopted because of the economic benefit perceived.Originality/valueDiversity management policies and practices have been mostly studied in national contexts with anti-discrimination laws or affirmative action programs and have been claimed to be a successor of equal employment opportunity (EEO) policies. In the absence of stringent laws to reduce or eliminate discrimination against women employees in Indian workplaces, this study contributes to the literature by determining whether the business case for gender diversity drives the adoption of gender diversity management in the Indian context.
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Alewell, Dorothea, and Daniela Rastetter. "On the (ir)relevance of religion for human resource management and diversity management: A German perspective." German Journal of Human Resource Management: Zeitschrift für Personalforschung 34, no. 1 (October 17, 2019): 9–31. http://dx.doi.org/10.1177/2397002219882399.
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From the limited empirical knowledge we have, religion is hardly ever implemented as a dimension of diversity management in German firms. As religion is increasingly important in many areas of law, with regard to world conflicts, the integration of refugees, societal tensions and potentially high religious diversity of employees and customers in globally acting firms, this finding triggers questions why or why not religion is applied as a dimension of diversity management in German companies. We thus discuss pros and cons for considering religion as a dimension of diversity management, arguing that on the one side there are many arguments for employers in favour of considering religion as a diversity dimension, especially arguments grounded on legal regulations, discrimination or effects on performance and resilience of employees. However, on the negative side, attributions of conflict and irrationality connected with religion and employers’ difficulties in collecting a sound database may hamper implementation as a diversity dimension. We conclude with a research outlook.
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Knights, David, and Vedran Omanović. "(Mis)managing diversity: exploring the dangers of diversity management orthodoxy." Equality, Diversity and Inclusion: An International Journal 35, no. 1 (February 8, 2016): 5–16. http://dx.doi.org/10.1108/edi-03-2014-0020.
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Purpose – The purpose of this paper is to challenge the dominance of the mainstream discourse and practice of diversity management (DM) by identifying and problematizing three distinct but related issues that it encompasses: first, its tendency to displace all alternative approaches; second, its general neglect of the social-historical context and third, its almost exclusive focus on the business case rationale for supporting diversity. Design/methodology/approach – Employing ethnographic research methods, the empirical material was collected in an international manufacturing corporation based in Sweden. It consists of three different, but interconnected approaches: archival research, interviews and observations. Findings – The paper shows that in neglecting power, identity, intersectionality and the changing socio-historical context of diversity, a well-meaning corporate diversity programme tended to obscure ethnic and age-related disadvantages at work. Research limitations/implications – The limitations of this research relate largely to its dependence on a single case study and the limited focus on diversity as it affected able-bodied, white male immigrant workers. A broader study of the multiplicity of types of discrimination and ways in which diversity is managed in a range of countries and organizations could facilitate a more in-depth exploration of these issues and arguments. Originality/value – Although not entirely new, the three arguments that have been drawn upon to discuss, analyse and illustrate DM through our data have rarely been brought together in one theoretical and empirical study.
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Raineri, Andrés. "Diversity management in three Latin American countries: an institutional theory perspective." Academia Revista Latinoamericana de Administración 31, no. 2 (June 4, 2018): 426–47. http://dx.doi.org/10.1108/arla-08-2016-0220.
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PurposeThe purpose of this paper is to use an institutional theory (IT) approach to analyse the institutional context for diversity management (DM) in Chile, El Salvador and Guatemala, the influence of such a context on the DM issues that organisations’ face, and the DM practices that firms implement.Design/methodology/approachFocus groups and a survey are used to assess managers and workers’ perceptions about DM in their countries, while an analysis of the content of firms’ web pages is used to assess the formal public information about DM provided by firms.FindingsResults suggest prevalence of perceptions, among both managers and employees, of discrimination at the workplace, facilitated by cultural forces that undervalue human diversity. Firms’ DM responses seem to be led by multinational companies, and focussed on fighting discrimination, facilitating inclusion and pursuing external legitimacy.Originality/valueThis study is among the first to analyse DM in Latin American organisations. Furthermore, three studies, with different methodologies, support several IT propositions that emphasise the role of institutional forces in explaining organisations’ implementation of DM practices. The relevance and challenges of developing DM programmes in Latin America are discussed.
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Kaifi, Belal A., and Wajma Aslami. "Managing Diversity: Afghan-Americans And The Aftermath Of The Twin Towers Tragedy." Journal of Diversity Management (JDM) 4, no. 4 (October 1, 2009): 31–38. http://dx.doi.org/10.19030/jdm.v4i4.4968.
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Ethnic and religious diversity is part of each society in the modern world and being an Afghan is another dimension of these differences in the United States. The research question for this study was to see if Afghan-Americans are experiencing more discriminatory practices as a result of the 9/11 events. The results of 502 Afghan-Americans demonstrated that they do report more discrimination in the post-9/11 era. Specifically, Afghan men have experienced more discrimination in the workplace and Afghan women have experienced more discrimination in public. Implications and recommendations are offered for effective diversity management.
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Mohamed Elsawy, Mahmoud, and Mohamed Ahmed Elbadawe. "The Impact of Gender-Based Human Resource Practices on Employee Performance: An Empirical Analysis." International Journal of Business and Management 17, no. 6 (May 12, 2022): 1. http://dx.doi.org/10.5539/ijbm.v17n6p1.
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Employee executes precarious responsibilities for the subsistence of the organisation unrelatedly to any gender differences. Management seems to be more than it has ever been at the centre of handling workforce diversity as they structure their businesses to meet rapidly changing business needs and individual expectations. Indeed, corporate leaders who want to improve labour productivity think about workforce diversity. It is because they regard diversity as a massive corporate concern whose limitations have a consequence on their employee performance, firm's growth and profitability. This study looks at five different aspects of gender discrimination: hiring/recruitment discrimination, training & Development discrimination, Provision of goods and Facilities discrimination, retention discrimination, and Promotion discrimination.
261 telecom industry employees in the UAE collected data better to understand the consequences of gender-based human resource practices on employee performance. The data was analysed, and hypothesis testing was done using linear regression. The theoretical model and hypothesis were tested using SPSS version 22. According to the findings, discrimination based on gender has a substantial impact on employee performance. This empirical evidence offers Human Resource researchers and managers advice for preventing discriminatory practices that negatively impact employee performance.
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Sims, Cynthia. "Leveraging diversity by exploring intraracial discrimination in the workplace." International Journal of Human Resources Development and Management 10, no. 3 (2010): 239. http://dx.doi.org/10.1504/ijhrdm.2010.033585.
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Liberman, Benjamín E. "Eliminating Discrimination in Organizations: The Role of Organizational Strategy for Diversity Management." Industrial and Organizational Psychology 6, no. 4 (December 2013): 466–71. http://dx.doi.org/10.1111/iops.12086.
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Rejeki, MC Ninik Sri. "Diversitas Kultural dan Pengelolaan Konflik Dalam Sebuah Organisasi Bisnis Multinasional." Jurnal ASPIKOM 1, no. 2 (January 19, 2011): 137. http://dx.doi.org/10.24329/aspikom.v1i2.13.
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The theoritical analysis is inspired by the labor riot occurred in Drydocks World Graha Shipyards Company in Batam April 22, 2010. This case has reminded us to consider the importance of diversity management for business organization. Such organization has a reality of cultural diversity in its employees and usually it is a multinational company. Such company has grown and expanded in accordance with the development of the global economic order. The reality of cultural diversity actually can be positive forces to sustain the dynamics of the organization, but if not properly managed it can make the negative impact of disadvantageous communication climate. It can enrich the communication climate practices of racism and discrimination. The goal of diversity management is to maximize the positive forces of cultural diversity and to minimize its negative impacts. Management of diversity is itself a way of managing an organization that requires the multicultural paradigm. Inter-group conflict management is an integral part of the management of diversity. At the group level, it is necessary to understand the factors of inter-group conflict. When the conflict as the adverse effect of cultural diversity occurs, that is needed is a constructive management. Parties who have a burden of adaptation should be accommodative to other parties. Accommodation is conducted in the way of viewing the conflict, attitudes, and management style. It is also needs to be developed a communication climate that may reduce the prejudices which is the source of the practices of racism and discrimination.
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FERRARO, PAUL J., and RONALD G. CUMMINGS. "CULTURAL DIVERSITY, DISCRIMINATION, AND ECONOMIC OUTCOMES: AN EXPERIMENTAL ANALYSIS." Economic Inquiry 45, no. 2 (April 2007): 217–32. http://dx.doi.org/10.1111/j.1465-7295.2006.00013.x.
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Sabie-Aridi, Amalisha S., Darrell Norman Burrell, Kevin Richardson, Eugene Lewis, Jorja B. Wright, and Roxanne Elliott Kemp. "Advancing Diversity and Inclusion Management Consulting in Hospital Settings." International Journal of Public and Private Perspectives on Healthcare, Culture, and the Environment 6, no. 1 (January 1, 2022): 1–10. http://dx.doi.org/10.4018/ijppphce.308296.
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This analysis takes a deep dive into how a U.S. hospital, at risk of losing millions of dollars from a contract because of unfair hiring practices and discriminatory promotion practices among racial minorities. The hospital is also facing a class-action nursing discrimination lawsuit. The employee perception is that the organization is biased against African American, Native American, and Latino nurses with hiring, promotions, bonuses, training opportunities, and management job opportunities. These groups have representation numbers in their nursing workforce of less than 5 percent. The focus of the study is an exploration of the consequential impact of a non-diverse and inclusive workplace. An action research approach used included fact-finding interviews, barrier analysis, company policy assessments, content analysis of the problem in the literature, and recommendations based on the amalgamation of the triangulated data.
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Ortlieb, Renate, Zijada Rahimić, Christian Hirt, Almina Bešić, and Florian Bieber. "Diversity and equality in Bosnia and Herzegovina." Equality, Diversity and Inclusion: An International Journal 38, no. 7 (September 16, 2019): 763–78. http://dx.doi.org/10.1108/edi-10-2017-0231.
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Purpose The purpose of this paper is to contribute to knowledge about workplace diversity and equality in an under-researched country. Focusing on the south-eastern European transition economy of Bosnia and Herzegovina (BiH), it elaborates on the country’s legislation, public debate and previous research in the field. Design/methodology/approach The paper draws on a synopsis of the legislative framework, existing literature, public media and personal communications with human resource (HR) practitioners. Findings There is only limited research on diversity and equality in BiH. Ethnicity and gender are the most common grounds for discrimination. Although a solid body of legislation addressing anti-discrimination and equality issues exists, implementation is insufficient. The public debate tends to reinforce inter-ethnic conflicts and a negative atmosphere regarding sexual minority rights. Research limitations/implications Due to the general lack of research on diversity and equality in BiH, the findings presented in this paper only can serve as a first approximation of the topic. Further academic research on concrete business practices and perspectives of HR managers is needed. Practical implications Firms not only need to increase compliance with anti-discrimination law, but they should also focus more on the benefits a multi-ethnic society can offer. Originality/value This is the first paper in the management literature that provides comprehensive insight into workplace diversity and equality in BiH.
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Galvin, Thomas P., and Charles D. Allen. "Diversity Management and the Postdiversity Vision: An Applied Pragmatist Approach." Armed Forces & Society 47, no. 1 (April 28, 2020): 48–76. http://dx.doi.org/10.1177/0095327x20920311.
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The U.S. Military institutionalized diversity management to ensure equality of treatment and opportunity for members while eliminating discrimination in all its forms. But progress toward diversity goals has been inconsistent. For example, the U.S. Military’s implementation of the repeal of the Don’t Ask, Don’t Tell law was less successful in integrating transgender soldiers. Meanwhile, recent sexual harassment scandals show that progress is similarly fleeting in gender relations. In this article, we argue that while the aims of diversity management are important, they need an accompanying vision of what the future looks like after achieving those aims. The postdiversity vision includes more than the elimination of discriminatory behaviors; it describes what the defense establishment looks like and how it functions when diversity management is no longer required. Expressing this vision allows for more reliable and durable measures of performance and effectiveness of inclusion efforts.
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Ozgener, Sevki. "Diversity Management and Demographic Differences-based Discrimination: The Case of Turkish Manufacturing Industry." Journal of Business Ethics 82, no. 3 (November 16, 2007): 621–31. http://dx.doi.org/10.1007/s10551-007-9581-3.
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Sukalova, Viera, and Pavel Ceniga. "Gender equality management in modern company management in era of globalization." SHS Web of Conferences 92 (2021): 07060. http://dx.doi.org/10.1051/shsconf/20219207060.
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Research background: Today’s dynamic times in era of globalization bring change to all areas of business; there is increasing pressure to increase the competitiveness of companies and thus increase the requirements for management. Despite current trends, emancipation and globalization, the issue of gender equality and gender policy is still relevant and needs to be addressed. New management disciplines include diversity management. It focuses on the different social and cultural identities of employees and also on eliminating discrimination and inequality in the organization. Diversity management has later developed into a relatively separate discipline - gender relations management. Label recognition of the organization as “gender-integrated” means that organizational culture and processes are based on the recognition and promotion of gender equality. Gender equality is associated with the concept of equal opportunities at work and actual legislation in the field of labour protection. Purpose of the article: The aim of the paper is based on modern management trends and the legislative framework for gender equality as well as anti-discrimination management principles to analyse the current situation on the example of a case study from the requirements of a gender integrated organization and to propose systemic measures to address issues for business practice. Methods: The method of analysis, synthesis, deduction, interview and questionnaire was used in the research. A survey was performed in 2019 on the examle of case study in big sized company in the field of machinery industry. Findings & Value added: Adherence to gender equality policy can be a competitive advantage for the entrepreneur. This initiative is becoming a motivating factor for entrepreneurs to launch measures that would lead to introduction and strengthening of gender equality.
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Ylöstalo, Hanna. "Traces of equality policy and diversity management in Finnish work organizations." Equality, Diversity and Inclusion: An International Journal 35, no. 7/8 (September 19, 2016): 415–28. http://dx.doi.org/10.1108/edi-12-2015-0104.
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Purpose The purpose of this paper is to discuss how equality and diversity are experienced in everyday work within Finnish work organizations and how equality policy and diversity management participate in maintaining the inequality regimes of the organizations. Design/methodology/approach The empirical findings are based on 31 interviews, which were collected in two private sector work organizations. Inequality regimes, the interlocked practices, and processes that result in continuing inequalities in all work organizations, are used as an analytic tool. Findings There is an individualizing tendency of equality in Finnish work organizations, which is also the premise of diversity management. Accordingly, the organizations cannot address structural and historical discrimination based on gender, race, and class. Also, when diversity is intrinsic to the corporate image, the members of the organization downplay and legitimize inequalities in their organization. Originality/value The paper analyzes inequality regimes in a context that should be ideal for equality and diversity: Finland, where gender equality policies are relatively progressive, and organizations that strive for equality and diversity. This gives new insight on why inequalities are difficult to change.
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AYDIN, Erhan, and Emir ÖZEREN. "RETHINKING WORKFORCE DIVERSITY RESEARCH THROUGH CRITICAL PERSPECTIVES: EMERGING PATTERNS AND RESEARCH AGENDA." Business & Management Studies: An International Journal 6, no. 3 (November 29, 2018): 650–70. http://dx.doi.org/10.15295/bmij.v6i3.393.
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This paper aims at highlighting the theoretical development of diversity management by providing an integrated understanding of how diversity management has made progress and evolved in organisations. The current article adopts a conceptual and critical review to demonstrate the changes and shifts in diversity management research. This study reveals that there are four stages of workforce diversity within the business and management field. These stages are equal employment opportunity/affirmative action, valuing differences, diversity management and global diversity management. Each stage is discussed in greater details within the article. This study contributes to the broader diversity management literature in three main ways: firstly, by shedding some light on the conceptual clarity of the diversity notion itself; secondly, by foregrounding the holistic view of diversity management; thirdly, by reflecting the recent developments in diversity research. The review consistently points to the fact that the current literature on diversity management has been predominantly shaped by a mainstream managerial discourse and neoliberal logic which has mostly a discrimination focus rather than an inclusiveness perspective. The paper also suggests that further research is required on workforce diversity particularly with an emic, an intersectional, a contextual and a relational approach rather than reproducing the existing knowledge by an etic framing of diversity from an instrumental point of view that dominates the extant literature.
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Hiranandani, Vanmala. "Diversity Management in the Canadian Workplace: Towards an Antiracism Approach." Urban Studies Research 2012 (November 14, 2012): 1–13. http://dx.doi.org/10.1155/2012/385806.
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Most diversity management programs in Canada maintain that enhancing workforce diversity is of tremendous significance for business organizations in today’s competitive global urban markets. Since well-meaning diversity management initiatives have been largely ineffective thus far in dealing with workplace discrimination and racism in the Canadian workplace, this paper underscores the need to decenter the focus of diversity management from a business imperative to an antidiscrimination and social justice imperative. Within this latter perspective, the paper examines the strengths and limitations of the antiracism approach that has been implemented in various developed countries in recent years. The antiracism approach is an action-oriented strategy for institutional and systemic change that has at its core the interrogation of privilege, power disparities, and other forms of inequity within the organization. Drawing from the lessons of various initiatives that have utilized this approach, the present paper emphasizes the need for a nuanced antiracism approach in the multicultural Canadian society if diversity management is to attain its goal of greater inclusion of all individuals in informal networks and formal organizational programs.
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Hirsh, Elizabeth, and Youngjoo Cha. "Mandating Change." ILR Review 70, no. 1 (September 28, 2016): 42–72. http://dx.doi.org/10.1177/0019793916668880.
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Although complying with and monitoring court-mandated changes in organizations’ policies following employment discrimination lawsuits can be costly to both employers and taxpayers, little is known about the impact of such mandates on increasing sex and race managerial diversity in organizations. Using data on approximately 500 high-profile employment discrimination lawsuits resolved in U.S. federal courts between 1996 and 2008, the authors estimate the impact of court-mandated policy changes on shifts in the presence of white women, black women, and black men in managerial positions. Policies designed to reduce bias expand opportunities for white women but not for other demographic groups. By contrast, opportunities in management for all groups expand when policies are designed to increase organizational accountability by establishing specific recruitment, hiring, or promotion plans and monitoring arrangements. Policies designed to increase rights’ awareness are associated with declines in managerial diversity. Notably, compared with verdicts and settlements with modest penalties, those with the most costly monetary payouts do not expand managerial diversity; and in fact, they can backfire.
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Nicolson, Donald. "Demography, discrimination and diversity: a new dawn for the British legal profession?" International Journal of the Legal Profession 12, no. 2 (July 2005): 201–28. http://dx.doi.org/10.1080/09695950500246522.
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Sarfraz, Azza, Zouina Sarfraz, Alanna Barrios, Kuchalambal Agadi, Sindhu Thevuthasan, Krunal Pandav, Manish KC, Muzna Sarfraz, Pedram Rad, and George Michel. "Understanding and Promoting Racial Diversity in Healthcare Settings to Address Disparities in Pandemic Crisis Management." Journal of Primary Care & Community Health 12 (January 2021): 215013272110183. http://dx.doi.org/10.1177/21501327211018354.
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Background: Health disparities have become apparent since the beginning of the COVID-19 pandemic. When observing racial discrimination in healthcare, self-reported incidences, and perceptions among minority groups in the United States suggest that, the most socioeconomically underrepresented groups will suffer disproportionately in COVID-19 due to synergistic mechanisms. This study reports racially-stratified data regarding the experiences and impacts of different groups availing the healthcare system to identify disparities in outcomes of minority and majority groups in the United States. Methods: Studies were identified utilizing PubMed, Embase, CINAHL Plus, and PsycINFO search engines without date and language restrictions. The following keywords were used: Healthcare, raci*, ethnic*, discriminant, hosti*, harass*, insur*, education, income, psychiat*, COVID-19, incidence, mortality, mechanical ventilation. Statistical analysis was conducted in Review Manager (RevMan V.5.4). Unadjusted Odds Ratios, P-values, and 95% confidence intervals were presented. Results: Discrimination in the United States is evident among racial groups regarding medical care portraying mental risk behaviors as having serious outcomes in the health of minority groups. The perceived health inequity had a low association to the majority group as compared to the minority group (OR = 0.41; 95% CI = 0.22 to 0.78; P = .007), and the association of mental health problems to the Caucasian-American majority group was low (OR = 0.51; 95% CI = 0.45 to 0.58; P < .001). Conclusion: As the pandemic continues into its next stage, efforts should be taken to address the gaps in clinical training and education, and medical practice to avoid the recurring patterns of racial health disparities that become especially prominent in community health emergencies. A standardized tool to assess racial discrimination and inequity will potentially improve pandemic healthcare delivery.
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Sung, Sanghyeon. "The Challenge and Response from Workforce Diversity Management in Korean Firms." Korean Academy of Management 30, no. 3 (August 31, 2022): 79–106. http://dx.doi.org/10.26856/kjom.2022.30.3.79.
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This study reviews changes in diversity and diversity management over the past several decades in Korea and suggests ways to respond to challenges in addressing diversity. Korean firms have historically introduced management strategies, organizational structures and human resource management practices based on the homogeneity of their workforce and collectivistic culture. These traditional human resource practices have been challenged by democratization, the openness of society, and the needs of firms themselves. The recent increase in workforce diversity demands that Korean firms develop a systematic way to efficiently address the social and economic changes that come with this diversity. Most Korean firms have attempted to homogenize the differences or done the minimum to meet the legal requirements addressing discrimination and fairness. Some firms have begun to proactively utilize diversity to help them achieve their business objectives and establish social legitimacy, but true integration and learning based on respect for diversity are rare. As such, this paper suggests organizational structures, diversity-friendly HR (human resource) practices and organizational climates to help firms manage diversity within a Koran context. It also discusses the role of top-level management as well as the initiatives of leadership to facilitate diversity management.
In this era of digital transformation and ESG, diversity management has a significant impact on individuals, firms and society and the co-evolution thereof, and each part has its own roles and responsibilities in that process. The limitations of this paper and future research directions are also discussed.
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Burkard, Alan W., Michael A. Boticki, and Michael B. Madson. "Workplace Discrimination, Prejudice, and Diversity Measurement: A Review of Instrumentation." Journal of Career Assessment 10, no. 3 (August 2002): 343–61. http://dx.doi.org/10.1177/10672702010003005.
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O'Sullivan, Michelle. "Diversity Management and Discrimination: Immigrants and Ethnic Minorities in the EU - By John Wrench." Industrial Relations Journal 40, no. 6 (November 2009): 572–73. http://dx.doi.org/10.1111/j.1468-2338.2009.00548_4.x.
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King, Albert S. "Capacity for Empathy: Confronting Discrimina tion in Managing Multi cultural Work Force Diversity." Business Communication Quarterly 58, no. 4 (December 1995): 46–50. http://dx.doi.org/10.1177/108056999505800409.
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This commentary focuses exclusively on problems of dis crimination as a major obstruction in managing diversity and incorporates an experiential training exercise for con fronting discrimination to better understand the difficulties in "going beyond equality" in managing diversity. The exer cise communicates the needed capacity for empathy or ability to cope with the emotional reactions of unequal treat ment that inevitably occur when socially or ethnically dif ferent people work together in organizations. The exercise and results of a recent field study reported herein focus on traditional forms of black and white discrimination. How ever, the procedure and instrument are general and may be modified to fit unique situations.
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Hall, Kelly R., Juanne Greene, Ram Subramanian, and Emily Tichenor. "Starbucks and HMSHost: addressing discrimination across organizational boundaries." CASE Journal 17, no. 6 (September 30, 2021): 910–37. http://dx.doi.org/10.1108/tcj-09-2020-0117.
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Theoretical basis 1. Maria Jarlstrom, Essi Saru, and Sinikka Vanhala, “Sustainable Human Resource Management With Salience of Stakeholders: A Top Management Perspective,” Journal of Business Ethics, 152, (2008): 703–724. 2. Benjamin A. Neville, Simon J. Bell, and Gregory J., “Stakeholder Salience Revisited: Refining, Redefining, and Refueling an Underdeveloped Conceptual Tool,” Journal of Business Ethics, 102, (2011): 357–378. 3. Mick Marchington, Fang Lee Cooke, and Gail Hebson. “Human Resource Management Across Organizational Boundaries,” Sage Handbook of Human Resource Management, (2009): 460–477. Research methodology This secondary source case is based mainly on three documents: the 20-page report by a labor union, Unite Here, titled “One Job Should Be Enough: Inequality at Starbucks”; and two reports by former U.S. Attorney General Eric Holder Jr. and Covington & Burlington, LLP. Case overview/synopsis In February 2020, Unite Here, a labor union, released a damming report about employment practices at the airport Starbucks stores operated by licensee, HMSHost. Among other charges, the report identified several instances of racial and gender discrimination that HMSHost dismissed as a ploy by a union intent on organizing its employees. The adverse publicity, however, put Starbucks Corporation in the spotlight because of the company’s publicly stated commitment to workplace equality. The recently hired Nzinga Shaw, the company’s first-ever Global Chief Inclusion and Diversity Officer, had to address the issue at HMSHost lest it adversely affect Starbucks’ reputation as a progressive employer. Complexity academic level The case is best suited for a graduate or undergraduate course in human resource management or labor relations. As diversity is typically covered in the first third of such courses, the ideal placement of this case would be in the early part of the course. As Starbucks is a well-known name, and it is very likely that students have had their own experience with Starbucks, as either a customer or an employee, the case is likely to draw their interest. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Schiek, Dagmar. "Enforcing (EU) Non-discrimination Law: Mutual Learning between British and Italian Labour Law?" International Journal of Comparative Labour Law and Industrial Relations 28, Issue 4 (January 21, 2012): 489–511. http://dx.doi.org/10.54648/ijcl2012026.
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While substantive EU non-discrimination law has been harmonized in great detail, the enforcement regime for EU non-discrimination law consists merely of a few isolated elements. Thus, the pursuit of unity through harmonization in substantive EU law is accompanied by considerable regulatory autonomy for Member States in securing the efficiency of those laws, reflecting the diversity of national enforcement regimes, and resulting in twenty-seven different national models for enforcing discrimination law in labour markets. This article pursues two connected arguments through a comparison of rules for enforcing non-discrimination law in labour markets in Britain and Italy. First, it argues that enforcing non-discrimination law in labour markets is best achieved when responsive governance, repressive regulation and mainstreaming equality law are combined. Second, the article submits that diversity of national legal orders within the EU is not necessarily detrimental, as it offers opportunities for mutual learning across legal systems. The notion of mutual learning across systems is proposed in order to analyse the transnational migration of legal ideas within the EU. Such migration has been criticized in debates about the 'transplantation' of legal concepts or legal irritation through foreign legal ideas, in particular by comparative labour lawyers. However, EU harmonization policies in the field of non-discrimination law aim to impact on national labour laws. The article develops the notion of mutual learning across legal systems in order to establish conditions for transnational migration of legal ideas, and demonstrates the viability of these concepts by applying them to the field of non-discrimination law.
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P. Bell, Myrtle, Dennis Marquardt, and Daphne P. Berry. "“Diversity,” immigration, and the new American multi-racial hierarchy." Journal of Managerial Psychology 29, no. 3 (March 14, 2014): 285–303. http://dx.doi.org/10.1108/jmp-08-2012-0242.
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Purpose – This paper aims to analyze the new multi-racial hierarchy in the USA. The authors propose that despite increasing diversity, a multi-racial hierarchy of privilege and disadvantage continues to exist. Due to the history of anti-Black discrimination and stereotyping in the USA, employers prefer native and immigrant non-Blacks to native and immigrant Blacks, and use non-Blacks to claim organizational diversity success. Design/methodology/approach – The authors propose that a multi-racial hierarchy, ordered as Whites, Non-White Non-Blacks, and Collective Blacks now exists, and use history, relevant theory, existing research, and government data to support their ideas. Findings – Evidence suggests that despite increased diversity, Whites remain most privileged, Blacks least privileged, and Asians and Hispanics tend to comprise the middle of the hierarchy. Even in organizations that are “diverse,” a multi-racial hierarchy results in different compensation, promotion, and layoff rates and differential treatment across groups. Research limitations/implications – Diversity within and across different racial and ethnic groups should be investigated. Employers' apparent diversity success may obscure the continued dominance of Whites, disadvantage of Blacks, and a color-based multi-racial hierarchy. Practical implications – Analyses of human resources data could help organizations identify and avoid discrimination and inequality even in “diverse” organizations. Originality/value – This paper focuses on the meaning of a new multi-racial hierarchy in ways that have not been previously considered.
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Sanchez, Juan I., and Petra Brock. "Outcomes of Perceived Discrimination Among Hispanic Employees: Is Diversity Management a Luxury or a Necessity?" Academy of Management Journal 39, no. 3 (June 1996): 704–19. http://dx.doi.org/10.5465/256660.
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Castroverde, Michael Earl B. "A Crack in The Glass Ceiling: A Study on Promotion Bias to Top-Level Management Positions in Tacloban Academes." Intermestic: Journal of International Studies 3, no. 1 (November 30, 2018): 9. http://dx.doi.org/10.24198/intermestic.v3n1.2.
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This research sought to determine whether the “glass ceiling” still existed in one of the major working environments in Eastern Visayas, Tacloban City; as well as to gain insights on one of its causes—ineffective Workforce Diversity Management. Semi-structured interviews were used to gather data with the Measures of Central Tendency used to ascertain its existence within a 10-year period in terms of (1) pay inequities between men and women and (2) frequency of women top-level managers. The research findings show that 1 out of 3 top-level managers in educational institutions in Tacloban, were women; with which 90% were positioned in lower-paying schools. The results suggest that this gender employment discrimination stems from the organizations’ approach to diversity. Of the four approaches, the most practiced were ignoring diversity and begin the process of dealing with diversity.
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Dźwigoł-Barosz, Mariola, and Wojciech Leoński. "Gender diversity as an important element of diversity management in modern enterprises: case of Poland." Virtual Economics 2, no. 1 (January 17, 2019): 7–30. http://dx.doi.org/10.34021/ve.2019.02.01(1).
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Diversified human resources have an enormous potential. Therefore, their proper use can be translated into the success of the organization on the market. One of the main areas of diversity management in Poland is gender. Gender diversity constitutes one of the most significant elements of diversity management, which is a challenge to contemporary enterprises. Many business entities still fail to recognize the potential that lies in gender diversity, as evidenced by the unequal treatment of women and men in some companies. Women on the labor market still have to face gender discrimination. That is why it is worth to draw attention to gender diversity and its potential. In the first part of the paper, diversity management is presented from the theoretical point of view on the basis of source literature and reports. The next chapter is focused on the issue of gender diversity based on studies conducted by various authors. The results of original studies concerning perception of women and men in management positions are presented in the subsequent part of the article. Furthermore, the authors have analyzed selected benefits and gender diversity support programs in contemporary enterprises. The main aim of the article is to draw attention to low participation of women in management positions in companies and to list arguments for eliminating this phenomenon by cautious use of diversity of competencies of both sexes. Empirical part of the article is, in turn, based on the results of the original survey conducted in Polish companies. The aim of the study was, inter alia, to compare the perception of women and men in management positions in the scope of 33 competences from 11 groups of competences from the domain of emotional intelligence. The study also refers to research on gender diversity carried out by other Polish and foreign authors. Furthermore, the authors have analyzed selected benefits and gender diversity support programs in contemporary enterprises. Discussion presented in this article can serve as methodological frame for developing actions in companies oriented at gender diversity as one of their organizational values.
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Reinhardt, Karoline. "Diversity-sensitive social platforms and responsibility." Információs Társadalom 21, no. 2 (June 1, 2021): 43. http://dx.doi.org/10.22503/inftars.xxi.2021.2.4.
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There is an ongoing debate on how algorithms and machine learning can and should deal with human diversity while avoiding the pitfalls of statistical stereotyping, the re-enforcement of clichés and the perpetuation of unjust discrimination. Computer scientists try to tackle these issues by developing algorithms and social-interaction protocols for mediating diversity-aware interactions between people, for instance on diversity-sensitive social platforms. At the same time, diversity-related data often comprise sensitive personal data, and their collection, storage and management increases the vulnerability of users to various misuse scenarios. Already this observation leads to the question, how do we need to conceptualize responsibility to do justice to the increased vulnerability? In this paper, I thus focus on the questions a diversity-sensitive social platform raises with regard to responsibility, and propose a tentative ethical framework of responsibility for these platforms.
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Wiggins-Romesburg, Christine A., and Rod P. Githens. "The Psychology of Diversity Resistance and Integration." Human Resource Development Review 17, no. 2 (April 9, 2018): 179–98. http://dx.doi.org/10.1177/1534484318765843.
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Diversity resistance is the dynamic interplay of individual and collective behaviors, with individual resistance rooted in unconscious motivation and organizational resistance rooted in the collective behavior of individuals. The purpose of this article is to enrich understanding of the forms of diversity resistance and introduce literature which may help move individuals and organizations to more equitable and integrative norms. We present a continuum of diversity resistance and integration in organizations to help human resource development (HRD) researchers and professionals consider how resistance to diversity can be reduced in leading to the full integration of employees. The continuum consists of (a) Resistance, (b) Discrimination Prevention, (c) Access and Legitimacy, (d) Inclusion, and (e) Integration and Learning. A psychological perspective is presented on resistance for HRD professionals helping leaders to facilitate diversity-related change.
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TRIANA, MARÍA del CARMEN, MARÍA FERNANDA GARCÍA, and ADRIENNE COLELLA. "MANAGING DIVERSITY: HOW ORGANIZATIONAL EFFORTS TO SUPPORT DIVERSITY MODERATE THE EFFECTS OF PERCEIVED RACIAL DISCRIMINATION ON AFFECTIVE COMMITMENT." Personnel Psychology 63, no. 4 (November 3, 2010): 817–43. http://dx.doi.org/10.1111/j.1744-6570.2010.01189.x.
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Malik, Amina Raza, and Parbudyal Singh. "Transformational leadership and cultural minorities: a conceptual model." European Business Review 29, no. 5 (August 14, 2017): 500–514. http://dx.doi.org/10.1108/ebr-12-2015-0181.
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Purpose The purpose of this paper is to examine how diversity of cultural minority newcomers and transformational leadership affect the socialization process of cultural minorities in organizations. Design/methodology/approach A conceptual model is developed based on diversity theory and past research studies. Findings The authors highlight the roles of transformational leadership and diversity mindsets in facilitating their socialization process. Research limitations/implications Using quantitative studies, future research should attempt to test the propositions presented in this paper by conducting employee-level studies. Practical implications The focus of diversity training needs to be changed from preventing unfairness and discrimination to viewing diversity as an important informational resource. Leaders of cultural minority newcomers should be trained to lead in a more transformational manner. Originality/value Scholars suggest that research on cultural minorities is lacking and their integration in organizations is examined less extensively. In this paper, the authors fill this gap and present a conceptual model examining the socialization process of cultural minorities.
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Härtel, Charmine E. J., Günter F. Härtel, and Rick B. Trumble. "IDADA: The individual difference approach to assessing and developing diversity awareness." Journal of Management & Organization 19, no. 1 (January 2013): 60–74. http://dx.doi.org/10.1017/jmo.2013.4.
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AbstractThis paper outlines a new approach to cultural awareness training, the Individual Differences Approach to Diversity Awareness (IDADA). IDADA is distinguished from other approaches in three ways: (a) it eliminates the need to characterise cultures, (b) it addresses unfair discrimination of any kind (e.g., weight, height, attractiveness), (c) it teaches employees to become aware of how their attitudes affect organisational performance, and (d) it focuses on job requirements. Initial evidence supports the validity of the model. The paper also introduces a new measure of diversity-openness called the Ideal Employee Inventory. Preliminary reliability and validity evidence for the measure is provided.
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Widaningsih, Nina Agusti, Edi Purwanto, N. Nandariyah, and R. Reflinur. "The Use of DNA Microsatellite Markers for Genetic Diversity Identifi cation of Soybean (Glycine max (L) Meriil.) as a Supplementary Method in Reference Collections Management." Indonesian Journal of Biotechnology 19, no. 2 (February 22, 2016): 136. http://dx.doi.org/10.22146/ijbiotech.9306.
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Large number of new soybean varieties are mostly derived from crosses of elite genotypes resulted ina narrowing of both the genetic diversity and the phylogenetic relationship between soybean varieties. Thus,discrimination among soybean varieties is becoming more diffi cult, especially when morphological traits wereapplied. In Plant Variety Protection (PVP) system, new varieties of soybeans including granted PVP right, localand breeding varieties registered in PVP offi ce were frequently increased, implicate on increasingly the numberof soybean varieties collections. To assist the management of varieties collections, a standard fi ngerprinting datais further needed. In comparison to the management of plant collection in the fi eld, molecular marker systemswhich are rapid, reliable, informative and relatively simple are continually sought for practical applications ingermplasm conservation, management and enhancement. This study aimed to identify the genetic diversity andphylogenetic relationship of soybean varieties that have earned PVP Right as well as local varieties and breedingvarieties registered in the PVP offi ce using microsatellite or simple sequence repeats (SSR) markers.This study was conducted in Molecular Biology laboratory, Indonesian Center for Agricultural Biotechnologyand Genetic Resources Research and Development (ICABIOGRAD) Bogor, from February to May 2013. The datawere analyzed using the genetic analysis package NTSYSpc 2.02i and PowerMarker V3.25. The result showed arelatively narrow genetic diversity among 45 varieties of soybean analyzed in present study which were indicatedby the small number of genotypes and total number of alleles (NA), and the low value of gene diversity and PICvalues (<0.75). Cluster analysis showed that the grouping varieties are not related to morphological characters butrelated to phylogeny relationship between varieties. Despite the group of varieties were not clustered in accordancewith morphological characteristics, SSR marker can be a powerful tool for discriminating varieties, so that it couldbe useful for initial varieties identity in conjunction with genetic diversity analysis.