Managing workforce diversity: macro and micro level HR implications of network analysis

Managing workforce diversity: macro and micro level HR implications of network analysis Public policy which controls and seeks to correct employment discrimination is now in its fourth decade in the USA. Organizations have made strides in complying with such policies through their hiring practices and in employee development and training programmes. While laws such as the Civil Rights Act and programmes such as EEO and AA have high aims and lofty claims, in practice they miss the mark in organizations. Research indicates that the nature of the work relationship is constrained by both network and hierarchical forms of organization. Suggests that policy is predicated only on the latter and that innovation may lie in the former. Finds that understanding and managing the networks in organizations may be used to augment existing programmes in achieving non‐discriminatory or “fair” employment practices. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Manpower Emerald Publishing

Managing workforce diversity: macro and micro level HR implications of network analysis

International Journal of Manpower, Volume 17 (4/5): 29 – Jun 1, 1996

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Publisher
Emerald Publishing
Copyright
Copyright © 1996 MCB UP Ltd. All rights reserved.
ISSN
0143-7720
DOI
10.1108/01437729610127587
Publisher site
See Article on Publisher Site

Abstract

Public policy which controls and seeks to correct employment discrimination is now in its fourth decade in the USA. Organizations have made strides in complying with such policies through their hiring practices and in employee development and training programmes. While laws such as the Civil Rights Act and programmes such as EEO and AA have high aims and lofty claims, in practice they miss the mark in organizations. Research indicates that the nature of the work relationship is constrained by both network and hierarchical forms of organization. Suggests that policy is predicated only on the latter and that innovation may lie in the former. Finds that understanding and managing the networks in organizations may be used to augment existing programmes in achieving non‐discriminatory or “fair” employment practices.

Journal

International Journal of ManpowerEmerald Publishing

Published: Jun 1, 1996

Keywords: Discrimination; Employees; Equal opportunities; Network analysis; USA

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