Schultz, J. L., & Higbee, J. L. (2011). Implementing integrated multicultural instructional design in management education. American Journal of Business Education (Online), 4(12), 13. The purpose of this paper is to summarize the principles of integrated multicultural instructional design (IMID) and present specific strategies for incorporating IMID in management education. The primary goal of IMID is to promote the integration of multicultural content and diverse teaching and learning strategies in postsecondary curricula, programs, courses, and academic support services. This paper also includes a discussion of andragogy related to multicultural strategies and the creation of inclusive learning environments in collegiate management education. Lastly, comments were solicited regarding the faculty member’s commitment to diversity and multiculturalism and the demonstration of that commitment in teaching methods, course content, and student evaluation schemes. What I got out of this article is that all learners benefit in some way when faculty integrate diversity and multiculturalism into the classroom culture. Both authors of this article have broader knowledge in HR. Schultz; Ph.D. is an assistance professor in HRM for the college of Management at Metropolitan State University in Minneapolis and also teaches graduate courses in HRM. His colleague Higbee Ph.D. also teaches HR at graduate level and worked in higher education since 1974. The above qualities make these authors a liable source. Overall, this is well written article and easy to understand.
Lee Cooke, Fang, and Debi S. Saini. "Managing diversity in Chinese and Indian organizations: A qualitative study." Journal of Chinese Human Resources Management 3, no. 1 (2012): 16-32. This paper aims to investigate diversity management (DM) practices in China and India by analyzing formal DM policy (if one exists) adopted by the company and informal DM practices adopted by managers. It also aims to discuss the appropriateness of the US-originated notion of, and approach to, managing diversity in the Indian and Chinese contexts by exploring how local managers make sense of diversity and manage it in a pragmatic way. The authors adopted a qualitative approach. In particular, through a semi-structured interview design, qualitative data were collected from 16 Chinese and Indian middle and senior managers and four human resources (HR) director of regional headquarters of foreign multinational firms. This study identified some of the key issues in DM in China and India and explored how they were similar to, as well as different from, those in the western DM environment. The authors of this article have done a great job of organizing their ideas in a fluent manner and they have incorporated their thoughts in a way that shows they are informed about this topic. In addition, they all have a broader knowledge on HRM, and attended a school of research in management development.
Jones, D. (2004). Screwing diversity out of the workers? Reading diversity. Journal of Organizational Change Management, 17(3), 281-291. Managing diversity has emerged as a new and contested vocabulary for addressing issues of difference in organizations. This paper uses a New Zealand case study to exemplify a feminist post-structuralism reading of managing diversity. The paper argues that a feminist post-structuralism approach not only address feminist theoretical debates about identity, equality and difference, but also opens up new opportunities for practitioners in managing diversity and equal employment opportunities to reflect on their own organizational change practice. I argue that in taking a feminist post-structuralism approach to the research presented here, it is possible to consider a range of the various perspectives involved without having to force them all on one map. The author of this article seems to have a broader knowledge in the field of HRM since she graduated from a well know university of Willington, New Zealand in the field of Human Resource Management. The fact that he has written other articles related to HRM like, “Managing Diversity meets Aotearoa/New Zealand,” makes him a reliable source. The paper is also well organized as easy to follow through.
Evans, C. (2012). Recruitment initiatives aimed at increasing the gender diversity within ITEC employment: Not so “gender neutral”?. Equality, Diversity and Inclusion: An International Journal, 31(8), 741-752. The purpose of this paper is to further critique diversity management initiatives, underpinned by a “business case/best practice” rationale, drawing on a wider investigation into changing recruitment practices aimed at increasing the gender diversity within information technology, electronics and computing (ITEC) organizations. Based on the premise that human resource management practices are an essential lever in a diversity management approach this paper revisits organizational accounts of recruitment initiatives adopted, but presented through a more critical lens than in the initial investigation. Recruitment is considered a key HRM lever when attempting to build a diverse workforce and thus fits within a diversity management approach and I think this strategy would help create opportunities for women to get in and get on in ICT workplaces although it is still an issue in this department. Christina Evans the author of this article is a Principal Lecturer within the Business School at the University of Roehampton, London. She has published a number of papers and reports on women’s employment in the ICT sector. Her other research interests include the changing trajectories of individual and organizational careers. This paper is well organized and the wording is easy to understand and to follow and therefore these distinct characteristics make her a liable source.
Holck, L., Muhr, S. L., & Villesèche, F. (2016). Identity, diversity and diversity management: on theoretical connections, assumptions and implications for practice. Equality, Diversity and Inclusion: An International Journal, 35(1), 48-64. The purpose of this paper is to examine the relationship between the identity and diversity literatures and discuss how a better understanding of the theoretical connections between the two informs both diversity research and diversity management practices. The authors inform future research in three ways. First, they show how definitions of identity influence diversity theorizing in specific ways. Second, the authors explore how such definitions entail distinct foci regarding how diversity should be analyzed and interventions actioned. Third, the authors discuss how theoretical coherence between definitions of identity and diversity perspectives – as well as knowledge about a perspective’s advantages and limitations – is crucial for successful diversity management research and practice. The theoretical connections between identity and diversity literature have so far not been reviewed systematically. I believe that work can encourage policy makers, diversity and HR managers to question their own practices and assumptions leading to more theoretical informed diversity management practices. Both authors of this article hold a Ph.D. in management and some of them like Sara have appeared in journals such as Organization Studies, Organization, Gender, Work and Organization, Journal of Business Ethics, Culture & Organization and Scandinavian Journal of Management. This article is well written and presents all findings in an organized manner. These authors are a recommendable source with no doubts.
Cintas, C., Gosse, B., & Vatteville, E. (2013). Religious identity: a new dimension of HRM? A French view. Employee Relations, 35(6), 576-592. According to this article, since the beginning of the twenty-first century, human resource management (HRM) has entered into a somewhat strained relationship with religious diversity. In France, the need to deal with demands for recognition of faith practices has led to the compilation of new guides to the management of religious diversity leading to religious identity as a new dimension of HRM in France. The paper begins with an examination of some examples of some documents produced by large French companies. It is revealed that they contain a set of recommendations leading to differential management of the various religious identities. Boundaries between spirituality and religion often blur in daily life at work. Following this study about spirituality, religion should not be brought up at work place because not everyone is a believer. Both authors of this article attended a well-known University of Rouen, France and they have written many other articles that are published on school databases. They have incorporated their ideas systematically explaining how religion is becoming an invisible part of social life especially in HRM. The flow of their article is well organized and easy to follow. The fact that they are recognized writers makes them a liable source for this article.
Mollica, K. A. (2003). The influence of diversity context on white men's and racial minorities' reactions to disproportionate group harm. The Journal of Social Psychology, 143(4), 415-431. The author of this article examined the influence of organizational diversity management on White men's and racial minorities’ perceptions of fairness when members of their identity group were disproportionately harmed in a layoff. Using a scenario design, the author studied the reactions of 284 White male and racial minority layoff survivors under 2 different diversity contexts. White male saw the layoff as less fair to their group when other White men were laid off disproportionately in an active-diversity context versus an inactive-diversity context. Racial minorities’ perceptions of fairness when other minorities were laid off disproportionately were not influenced by the diversity context, but they perceived the layoff as more fair to their group in an active-diversity context when White men were laid off disproportionately. The findings suggest that during layoffs or other significant organizational changes where jobs insecurity is heightened, different identity groups might perceive diversity management differently. Given the increasing diversity of the U.S. work force, people have a tendency to interpret organizational experiences in group terms. I believe that the influence of diversity context on fairness perceptions are important not only for layoffs, but for other organizational events as well. The author of this article attended wake Forest University and currently teaching Babcock Graduate School of Management. She has written other articles in the past that are published on various schools databases. One of the articles she wrote apart from this is “Downsizing and other related workforce trends (1996). This article is well organized and the flow of ideas is spectacular.
Dias, L. (2011). Human resource management. Saylor.org/books. https://open.umn.edu/opentextbooks/BookDetail.aspx?bookId=71 In chapter 3 of Dias textbook, diversity and multiculturalism are widely discussed. Diversity includes race, gender, sexual orientation, size, cultural background, and many other differences. Multiculturalism is similar to diversity but focuses on the development of a greater understanding of how power in society can be unequal because of race, gender, sexual orientation, power, and privilege. In today’s world, diversity and multiculturalism influences hiring, promotions and even firing in the work place. However, EEOC covers discrimination based on several areas. Companies cannot discriminate based on age, people with disabilities or on the basis of race, genetic information, national origin, gender, or religion. The original author and the publisher of this book requested not to receive attribution. The unnamed author though holds a master of business administration from City University of Seattle and a doctorate of business administration from Argosy University. The unnamed author also has authored two books for McGraw-Hill and numerous supplemental materials. She is also a professor and teaches both undergrad and graduate level. This book is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative and therefore it is a liable source for the students.