Rachele, Judith Smith (2012) Effective diversity management: questionnaire and action research studies exploring theoretical and practical models for improving diversity management and its outcomes within organisations. (PhD thesis), Kingston University, .
Abstract
Within a complex global marketplace, achieving cultural diversity within organisations, and managing it effectively, is a challenge. Despite high capital expenditure on diversity management initiatives, research shows programmes have been ineffective in yielding significant positive outcomes. This raises two questions. The first is: ‘Why do organisations continue to invest in diversity management if it is not effective?’ The second is: ‘Why are diversity management practices not effective?’ Answers to both questions are sought, and improvements which can be made and sustained are explored. It is written for professionals with responsibility for diversity management. They include board members, human resource professionals, equality, diversity and inclusion practitioners, and corporate responsibility professionals. They have been charged with overseeing diversity management, and require greater knowledge and strategic savvy in order to meet their objectives. The main question of this thesis is: ‘How can diversity management effectiveness be improved within a complex global marketplace?’ Three studies critically explore the relationship between the quality of institutional management culture and the effectiveness of the diversity management practices. The first, a questionnaire study, explores the causal relationship between a variety of independent variables and their effect on diversity management. The second and third are exploratory and descriptive action research case studies, examining the effects of a democratic and participative system of institutional governance on the effectiveness of diversity management. This thesis contributes to diversity management literature by highlighting, and suggesting how to overcome institutional ethoi which run counter to the principles of equality, diversity and inclusion, thus creating barriers reducing the effectiveness of diversity management initiatives. This knowledge will enable researchers and practitioners to understand more fully institutional root causes impeding development, and how to challenge them effectively. It will also assist in developing effective diversity strategies outside of the Anglo-American context within which this HRM practice began.
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