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Disability and diversity – a difference too far?

Disability and diversity – a difference too far? It is currently fashionable to herald “managing diversity” as an approach which signals a new dawn for equal opportunities. Within the management of diversity is a new, more positive approach to employee “‘difference” which prescribes the valuation of individuality and the abandonment of group based equality initiatives. In principle the focus on individuals suggests this approach lends itself particularly well to disabled employees who constitute a more heterogeneous group than women and ethnic minorities. The article evaluates this in the light of debates traditionally located within gender literatures and applies them to survey data gathered from UK HRM managers which details the disability equality initiatives adopted by their organisations. It argues that differences between disabled groups and those constituted on the basis of gender or race, together with differences amongst disabled people renders the group based and the managing diversity approach to equality largely rhetorical. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

Disability and diversity – a difference too far?

Personnel Review , Volume 29 (3): 16 – Jun 1, 2000

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References (62)

Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0048-3486
DOI
10.1108/00483480010324779
Publisher site
See Article on Publisher Site

Abstract

It is currently fashionable to herald “managing diversity” as an approach which signals a new dawn for equal opportunities. Within the management of diversity is a new, more positive approach to employee “‘difference” which prescribes the valuation of individuality and the abandonment of group based equality initiatives. In principle the focus on individuals suggests this approach lends itself particularly well to disabled employees who constitute a more heterogeneous group than women and ethnic minorities. The article evaluates this in the light of debates traditionally located within gender literatures and applies them to survey data gathered from UK HRM managers which details the disability equality initiatives adopted by their organisations. It argues that differences between disabled groups and those constituted on the basis of gender or race, together with differences amongst disabled people renders the group based and the managing diversity approach to equality largely rhetorical.

Journal

Personnel ReviewEmerald Publishing

Published: Jun 1, 2000

Keywords: Equal opportunities; Disabled people; Human resource management

There are no references for this article.