Organizational Employee Diversity Measure
A Organizational Employee Diversity Measure is an organizational measure of how much diversity there is in employee composition.
- Context:
- Example(s):
- Counter-Example(s):
- See: Turnover (Employment), Equal Opportunity Employment, Tokenism, Absenteeism, Employer Trust.
References
2020
- https://diversity.fb.com/read-report/
- QUOTE: ... We committed to spend $1 billion with diverse suppliers in 2021, including $100 million with Black-owned businesses. From the launch of our supplier diversity efforts at the end of 2016, Facebook has now spent more than 1.1 billion cumulatively with US companies certified as minority, women, veteran, LGBTQ, or disabled-owned (diverse suppliers). ...
2018
- (Wikipedia, 2018) ⇒ https://en.wikipedia.org/wiki/Diversity_(business) Retrieved:2018-9-10.
- The "business case for diversity" stems from the progression of the models of diversity within the workplace since the 1960s. The original model for diversity was situated around affirmative action drawing strength from the law and a need to comply with equal opportunity employment objectives. This compliance-based model gave rise to the idea that tokenism was the reason an individual was hired into a company when they differed from the dominant group.
The social justice model evolved next and extended the idea that individuals outside the dominant group should be given opportunities within the workplace, not only because it was instituted as a law, but because it was the right thing to do. Kevin Sullivan an ex-vice president of Apple Inc. said that "diversity initiatives must be sold as business, not social work." This model still revolved around the idea of tokenism, but it also brought in the notion of hiring based on a "good fit". In the deficit model, it is believed that organizations that do not have a strong diversity inclusion culture will invite lower productivity, higher absenteeism, and higher turnover which will result in higher costs to the company.
- The "business case for diversity" stems from the progression of the models of diversity within the workplace since the 1960s. The original model for diversity was situated around affirmative action drawing strength from the law and a need to comply with equal opportunity employment objectives. This compliance-based model gave rise to the idea that tokenism was the reason an individual was hired into a company when they differed from the dominant group.
2017
- https://www.greatplacetowork.com/best-workplaces/diversity/2017
- QUOTE: Key Findings
- Turnover is Substantially Lower at the Best Workplaces in Many Industries
- More women lead at high-trust employers. ...
- True equity is evident day-to-day.
- Great organizations for women and minorities are great for others, too. ...
...
- Comcast NBCUniversal ...
- Hyatt Hotels Corporation ...
- Ultimate Software, Information Technology ...
- salesforce.com, Information Technology, San Francisco, California
What employees are saying: There are just simply too many reasons it's a great place to work to name. I do love the fact that I can feel comfortable bringing my whole self to work and still be comfortable in my own skin.
- QUOTE: Key Findings
1998
- (Barak et al., 1998) ⇒ Mor Barak, E. Michal, David A. Cherin, and Sherry Berkman. (1998). “Organizational and Personal Dimensions in Diversity Climate: Ethnic and Gender Differences in Employee Perceptions.” The Journal of Applied Behavioral Science, 34(1).
- ABSTRACT: This article reports results from an organizational evaluation examining gender and racial/ethnic differences in the diversity perceptions of 2,686 employees of an electronics company located in a multicultural community. Based on social identity and intergroup theories, the authors explore employees' views of the organizational dimension as well as the personal dimension. A factor analysis of the 16-item diversity perceptions scale uncovered four factors along the two hypothesized dimensions: Fairness and Inclusion factors comprising the organizational dimension and Diversity Value and Personal Comfort factors comprising the personal dimension. The analysis revealed that Caucasian men perceived the organization as more fair and inclusive than did Caucasian women or racial/ethnic minority men and women; Caucasian women and racial/ethnic minority men and women saw more value in, and felt more comfortable with, diversity than did Caucasian men. The article discusses implications for practice and future research.