Suchergebnisse

L'égalité salariale femmes hommes est amplement documentée au long de la carrière. Il est intéressant d'étudier ce qui se passe dans l'étape qui précède immédiatement le premier emploi, à savoir lors du stage de fin d'études. La présente proposition vise à analyser l'impact du genre sur la rémunération de stage des étudiants en gestion à partir de l'analyse d'un échantillon d'étudiant.e.s, élèves dans une Grande Ecole de Gestion française. Nous mettons en évidence l'existence d'un écart de rémunération entre femmes et hommes lors du stage de fin d'études, fournissons un modèle explicatif de la rémunération des stagiaires, et décomposons l'écart de rémunération femmes-hommes selon la méthode de Oaxaca-Blinder. Nous discutons nos résultats et les avenues de recherche en dernière partie.

Purpose– Little is known qualitatively about how men become involved in diversity research. The purpose of this paper is to address a part of the gap in this type of research.Design/methodology/approach– The paper provides a self-reflective account of how the author became involved in diversity work.Findings– The author argues that "doing diversity" can be said to reflect an implicit "tempered radical" (Meyerson and Scully, 1995) approach which triggered deep-level concerns about a particular invisible trait that – up to the present paper –the author had never addressed in the research.Research limitations/implications– The main limitation is that the contribution is based on a self-reflective account and can only be taken as a possibility among many possibilities; not as a representative situation.Practical implications– The diversity concept's vagueness which is often criticized for diluting pre-existing concerns about gender (and other) strands, appears to have the potential of helping male researchers to become aware of diversity strands they had never dared to address before, and to become aware of some of the male privileges they had enjoyed unknowingly.Social implications– The paper illuminates that white males can benefit from working on the concept of diversity. Having been induced to work on diversity from social pressures rather than from a personal initiative does not reduce the pleasure, excitement and learning drawn from doing diversity-related work.Originality/value– No paper to the author's knowledge focuses on male diversity research in France, an up-to-now silent area.

PurposeThe purpose of this paper is to report upon the "Diversity and equal opportunities" Special Interest Group of the Francophone Association of Research in Human Resource Management (AGRH), which held its first international conference on "Gender and diversity in organizations", at the ESCPEAP European Management School in Paris in January 2009.Design/methodology/approachEqual opportunity and diversity management are relatively recent research fields in Continental Europe, and particularly in France, however there were 95 conference participants who attended two plenary sessions, four workshops and one round table.FindingsSub‐themes were: diversity management and gender equality; Work‐life practices and equality policies between women and men; gender stereotypes and management; and women's and men's careers. The workshops covered: diversity management and gender equity; work‐life practices; women and men's careers; and social representations and stereotypes.Originality/valueThis paper provides an informative overview of the conference which was original in being co‐sponsored by The Emilie du Chatelet Institute – the first research network for developing and publishing research on women, sex and gender in France. The co‐sponsor was the IAE Gustave Eiffel (Business studies department of the Paris 12 University).

La gestion des talents est devenue en peu d'années un enjeu important pour les entreprises. Dans la littérature en management des ressources humaines, le concept de talent a également pris une grande place, suscitant des travaux théoriques s'attachant principalement à en préciser la définition ainsi qu'à figurer les changements introduits par cette notion. Cependant nous n'avons encore qu'une compréhension limitée des pratiques en entreprise. Considérant le foisonnement des enjeux affichés par les professionnels en charge des ressources humaines et la variété des dispositifs mis en place, peut-on encore parler de l'émergence d'un modèle ? L'étude menée auprès de professionnels RH dans 16 entreprises françaises de haute technologie indique que la notion de talent n'inaugure pas une ère nouvelle. Présentée comme annonciatrice d'un nouveau modèle laissant davantage de place à des évolutions et à l'autonomie du salarié, la notion de talent est en fait réintégrée à une perspective gestionnaire 'RH' adéquationniste classique, sous une forme associant les caractéristiques de la compétence et du potentiel.

Providing comprehensive coverage of the field of diversity, equality, equity and inclusion (DEI), this timely Encyclopedia addresses significant developments in diversity management. Entries adopt both theoretical and critical approaches to construct a complete picture of this crucial approach to business practice.

PurposeThe purpose of this paper is to present the diversity and equality perspectives from the national context of India and introduce a special issue about equality, diversity and inclusion (EDI) in India.Design/methodology/approachThis special issue consists of six articles on current EDI issues in India. The first three of the contributions are focused on descriptions of diversity challenges and policies regarding caste and disabilities, while the remaining three papers address gender diversity.FindingsIn addition to providing an overview of this issue's articles, this paper highlights developments and current themes in India's country-specific equality and diversity scholarship. Drawing on the special issue's six papers, the authors show the relevance of Western theories while also pointing to the need for reformulation of others in the context of India.Research limitations/implicationsThe authors conclude with a call to further explore diversity in India and to develop locally relevant, culture-sensitive theoretical frameworks. Religious and economic diversity should receive more attention in future diversity management scholarship in the Indian context.Originality/valueHow does India experience equality and diversity concepts? How are India's approaches similar or different from those experienced in other countries? How do theoretical frameworks originated in the West apply in India? Are new, locally grounded frameworks needed to better capture the developments at play? These questions are addressed by the contributions to this special issue.

In the second edition of the International Handbook on Diversity Management at Work, Alain Klarsfeld and his co-editors have once again brought together an impressive group of authors to provide unique, timely, and valuable information regarding diversity management around the world. This will be my go-to source for learning how different countries are addressing diversity issues. The volume will be a very useful resource for scholars, policy-makers, consultants, and business leaders interested in diversity and equality.'--Bernardo M. Ferdman, Alliant International University, US and Editor, Diversity at Work: The Practice of Inclusion. 'An exemplary work, the second edition of this Handbook is extraordinary in its recognition of the complexities of diversity management under conditions of globalization. Addressing diversity as a transnational force while maintaining an intra-national focus allows the collection of chapters to offer a processual understanding of population flows and, concurrently, a clear understanding of the diversity of diversity - institutionally and demographically - and its changing patterns over time. Altogether the book excels in fulfilling its conceptual claims for understanding diversity management at work: contextually, relationally and dynamically.'--Marta B. Calás, University of Massachusetts, Amherst, US. 'This second edition contains 14 countries as opposed to 16 in the first edition, but is essentially different as it not only includes updates for the countries in common, but also six new ones including Australia, Finland, Japan, New Zealand, Nigeria and Russia. It is, therefore, essentially a complement to the first edition. The editors suggest that one of the most significant effects of globalization has been to widen the scope of diversity management as workforces are becoming more diverse, with migrants posing a particular challenge in some countries. Examination at national level is crucial as anti-discrimination legislation and its implementation vary from country to country, especially with respect to whether or not positive discrimination is a feature. Above all the picture is changing over time. Hence the need for this new edition.'--Peter J. Sloane, Swansea University, UK and Flinders University, Australia. 'By covering the diversity practices in 14 different countries this Handbook makes evident the need to consider diversity management from a global and local standpoint. What is legal and standard practice towar ...

Purpose
The purpose of this paper is to further restore diversity and equality to its national contexts by presenting new and so far less visible perspectives from under-researched countries.


Design/methodology/approach
This special issue consists of five articles representing four countries and one country-cluster: Bangladesh, Bosnia and Herzegovina, Ethiopia, Korea and the English-speaking Caribbean. Three of the contributions are focused on gender diversity, while the remaining two are more general descriptions of diversity challenges and policies in the respective countries (namely, Bosnia and Herzegovina, and the English-speaking Caribbean).


Findings
In addition to providing an overview of this issue's articles, this paper highlights developments and current themes in country-specific equality and diversity scholarship. In particular, drawing on the special issue's five papers, and building on the main threads that weave the special issue together, the authors show both the relevance of (some) western theories while also pointing to the need for reformulation of others.


Research limitations/implications
The authors conclude with a call to further explore under-researched contexts and especially to develop locally relevant, culture-sensitive theoretical frameworks.


Originality/value
How do smaller and less developed countries experience equality and diversity concepts? How are their approaches different from those experienced in already researched countries, or, on the contrary, what commonalities can be found found among them? How do theoretical frameworks originated in the West apply (or not) in these less studied countries? Are new, locally grounded frameworks needed to better capture the developments at play? Such are questions addressed by the contributions to this special issue.

Purpose
This paper develops a conceptual model in order to increase our understanding of the influence of national culture on the relationship between organizational diversity and inclusion management and inclusion climate.


Design/methodology/approach
Based upon a comprehensive review of diversity and inclusion management literature, we develop a conceptual model.


Findings
The model delineates how national culture influences the effectiveness of diversity and inclusion management practices in establishing an inclusion climate. In particular, we propose that low power distance, high collectivism, low uncertainty avoidance, low masculinity, high long-term orientation, and high indulgence cultures serve as a fertile context for creating an inclusion climate. Furthermore, we discuss how cultural tightness-looseness amplifies or attenuates the effects of national culture.


Research limitations/implications
The paper extends our understanding of the antecedents and boundary conditions of creating an inclusion climate. Future research could provide empirical evidence for the proposed relationships.


Practical implications
The model creates an awareness of the ease or difficulty of establishing an inclusion climate through diversity and inclusion management practices across cultures. Recommendations for developing inclusion climates in various cultural settings are provided.


Originality/value
Our multi-level model enhances our understanding of how the cultural context, i.e. national cultural values and cultural tightness-looseness, influences the emergence of an organizational inclusion climate which is further suggested to positively influence organizational innovation.

Introduction: international and comparative perspectives on diversity management: an overview -- 1. Social dialogue - an 'essential dimension' of diversity management in continental Europe? / Emma Stringfellow -- 2. Diversity management in Denmark and in France: a comparative approach / Sabine Bacouel-Jentjens and Liza Castro Christiansen -- 3. An intersectional approach to diversity management in the United States and France / Tarani Merriweather Woodson and Ariane Ollier-Malaterre -- 4. Brazil, South African and USA work environments: a comparative analysis of equal opportunity, diversity management and inclusion practices / Lize Booysen, Gwendolyn Combs and Waheeda Lillevik -- 5. A comparative review of multiculturalism in Australia, Canada, United Kingdom, United States, and South Africa / Isabel Metz, Eddy Ng, Nelarine Cornelius, Jenny M. Hoobler and Stella Nkomo -- 6. A comparison of lesbian, gay, bisexual, transgender and queer rights and politics in South Africa and the USA / Lize Booysen and Heather Wishik -- 7. What does being LGBT mean in the workplace? a comparison of LGBT equality in Turkey and the UK / Emir Ozeren and Erhan Aydin -- 8. Managing diversity in the South Pacific / Katherine Ravenswood, Stéphane Le Queux, Erica French, Glenda Strachan and John Burgess -- 9. A comparative analysis of youth labor market exclusion / Paula Apascaritei, Lourdes Susaeta, Esperanza Suarez Ruz, Isis Gutiérrez-Martínez, Sandra Idrovo Carlier and José Ramón Pin Arboledas -- 10. A comparative study of five countries with critical mass and its ambiguous impact on HRM policies / Terry A. Nelson, Kori Callison and Allison Thomas -- 11. Tribal diversity and collective productivity: the intervening mechanisms of social inclusion, human resource development and tribal identity / David B. Zoogah.