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Leaders can find more ‘surreptitious’ methods to promote diversity

Leaders can find more ‘surreptitious’ methods to promote diversity PurposeThe researchers wanted to find out if leaders could promote diversity in the workplace without even speaking about it. Their theory was that creating a more open, empathetic and positive environment reduced bias against minorities.Design/methodology/approachThe authors asked 177 recruits to fill in questionnaires online. They analyzed the data to respond to two hypotheses. The first was that “informational justice, manageable job demands, equality in status and a clear vision of the future should foster openness to diversity”. The second hypothesis was split into two. One part suggested that meaning in life mediated relationships between workplace practices and openness to diversity. And hypothesis 2B suggested the same for clarity of the future.FindingsAfter analyzing their data, the researchers said the results vindicated Hypothesis One. Hypothesis 2A, concerning meaning in life, was also confirmed. However, 2B, concerning future clarity, was not significantly associated with openness to diversity.Originality/valueThe value is in showing managers and leaders that there are effective alternatives to 'diversity' initiatives, which are often unpopular with dominant groups and promote defensive attitudes. Concentrating on improving the general culture of the workplace decreases suspicion towards minorities. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Leaders can find more ‘surreptitious’ methods to promote diversity

Human Resource Management International Digest , Volume 27 (4): 2 – Jun 10, 2019
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0967-0734
DOI
10.1108/HRMID-03-2019-0079
Publisher site
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Abstract

PurposeThe researchers wanted to find out if leaders could promote diversity in the workplace without even speaking about it. Their theory was that creating a more open, empathetic and positive environment reduced bias against minorities.Design/methodology/approachThe authors asked 177 recruits to fill in questionnaires online. They analyzed the data to respond to two hypotheses. The first was that “informational justice, manageable job demands, equality in status and a clear vision of the future should foster openness to diversity”. The second hypothesis was split into two. One part suggested that meaning in life mediated relationships between workplace practices and openness to diversity. And hypothesis 2B suggested the same for clarity of the future.FindingsAfter analyzing their data, the researchers said the results vindicated Hypothesis One. Hypothesis 2A, concerning meaning in life, was also confirmed. However, 2B, concerning future clarity, was not significantly associated with openness to diversity.Originality/valueThe value is in showing managers and leaders that there are effective alternatives to 'diversity' initiatives, which are often unpopular with dominant groups and promote defensive attitudes. Concentrating on improving the general culture of the workplace decreases suspicion towards minorities.

Journal

Human Resource Management International Digest – Emerald Publishing

Published: Jun 10, 2019

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