Jacqueline A. Gilbert

Diversity Management: A New Organizational Paradigm

Currently, an increasing number of organizations are attempting to enhance inclusiveness of under represented individuals through proactive efforts to manage their diversity. In this article, we define diversity management against the backdrop of its predecessor, affirmative action. Next, selected examples of organizations that have experienced specific positive bottom line results from diversity management strategies are discussed. The present paper also provides a conceptual model to examine antecedents and consequences of effective diversity management. Additional research areas identified from the model and literature review result in a number of research propositions intended to enhance the exploration and understanding of diversity management.

Diversity Management: Time for a New Approach

There are now more new faces and diversity among the workforce than ever before and this trend is expected to continue into the 21st century. Managers in public and private organizations are searching for and experimenting with various approaches to more effectively deal with increasing workforce diversity. This article briefly reviews the history of diversity management and calls for a new agenda that encourages more collaboration between scholars and administrators, increased researcher on-site observation of workplace reactions to diversity management initiatives, more informative and rigorous case studies, and more third-party evaluations of diversity management initiatives.

Stigmatization Revisited Does Diversity Management Make a Difference in Applicant Success

This research examined whether diversity management provides a perception of enhanced employee qualifications and competence. In the first experiment, a sample of 179 undergraduate business students at two universities answered questions after viewing a recruitment bulletin, a job description, and an application. There was a significant difference in perceptions between female and male job types (lab technician and electrician) and in perceptions of qualified candidates according to job type. Women hired under diversity management were viewed as more qualified than were affirmative action hires when applying for a perceived male job type. A total of 220 undergraduate business students participated in a second experiment designed to illuminate differences between diversity management and affirmative action for racial groups. Racial minorities hired under diversity management were viewed more positively than were those hired under affirmative action. Diversity management is seen as a successful strategy for employing women and racial minorities.

Studying and Facilitating Dialogue in Select Online Management Courses

Dialogue is arguably one of the most significant elements of learning in higher education. The premise of this article is that online instructors can creatively facilitate dialogue for effectively teaching online management courses. This article presents a dialogue-focused framework for addressing significant behavioral, structural, and technological elements that involve the development and delivery of knowledge and application use (KAU) online management course content. Specifically, the proposed framework and propositions suggest how various antecedents and moderators influence the use of dialogue resources, technology, and student engagement in KAU-type management courses.

Role of Informal Integration in Career Advancement: Investigations in Plural and Multicultural Organizations and Implications for Diversity Valuation

The major question which this research examinedis whether informal integration is likely to result incareer advancement and perceived resources within twodifferent organizational contexts (plural and multicultural). Specifically, we examinedinteractions of race, gender, and organization type onthe above two outcome variables. In pluralorganizations, employees are expected to assimilate intothe dominant culture, while in multicultural organizations,cultural change for the individual and the organizationis reciprocal. Hypotheses were tested with a combinedsample of 101 men, 35 women, 29 persons of color, and 107 whites. Results indicated that,congruent with predictions, greater social integrationoccurred in an organizational context in which valuingdifferences was a priority. Further, the influence of informal integration on career advancement wasstill important even after controlling for suchvariables as age, organizational tenure, education, andhierarchical level within the organization. Implications of these findings for valuing diversity arediscussed.

An Empirical Examination of Resources in a Diverse Environment

The objective of this research is to empirically assess antecedents of resources within a diverse work environment. Specifically, 83 managerial employees were surveyed in a branch of a federal government agency located in a large metropolitan city in the southwestern United States. Multiple regression analysis showed that perceived resource availability was positively associated with outcomes of empowerment and work group integration. Additionally, racial minorities perceived that fewer resources were available to them at work. Implications for human resource mangers and changing work force demography are discussed.

Sexual Harassment and Demographic Diversity: Implications for Organizational Punishment:

Sexual harassment has come to the forefront in the past two decades as an issue that warrants greater attention both in terms of social policy reform and academic research. Although sexual harassment has been found to negatively impact job satisfaction, somatic complaints, and supervisor satisfaction, little is known about the specific way in which changing demography in managerial ranks impacts the way in which harassment is perceived. As women continue to advance into managerial ranks, a closer examination of both supervisor and subordinate gender with regard to harassment consequences is warranted. In this research, we examine with a sample of 130 municipal court clerks whether gender impacts harasser punishment, the degree to which harassers are considered responsible for harassment, and the degree to which the harassment is perceived as serious. The design is a 2×2×2 factorial, with independent variables of harasser (male/female), harassee (male/female), and harassment type (quid pro quo, hostile environment). Contrary to what was hypothesized, men who harassed women were viewed more responsible for the harassment than men who harassed men, while a corresponding difference did not occur for women. Similarly, sexual harassment was viewed most seriously when men harassed women. When it came to administering punishment, however, women who harassed men were given more stringent punishment, providing support for views held by society regarding the appropriateness of mens and womens sexual behavior. Results are discussed with regard to status incongruency theory, societal views, and media attention.