Index
2019; Emerald Publishing Limited; Linguagem: Inglês
10.1108/s1877-636120190000021019
ISSN1877-6361
ResumoCitation (2019), "Index", Diversity within Diversity Management (Advanced Series in Management, Vol. 21), Emerald Publishing Limited, Bingley, pp. 391-406. https://doi.org/10.1108/S1877-636120190000021019 Publisher: Emerald Publishing Limited Copyright © 2019 Emerald Publishing Limited INDEX Aboriginal and Torres Strait Islanders (ATSI), 95 Aboriginal Business and Entrepreneurship Development (ABED), 360 Aboriginal Peoples of Canada, 362–365 Academicians, 66, 69 Accommodation, 287 of diversity, 144 Accountability, 69 Acid survivors (AS), 320 Active inclusion, 121 Acurio, Gaston, 15, 158–160, 167–170 Adivasi (ST), 317 Affirmative action (AA), 23, 28–29, 31, 37, 198, 201, 316 in India, 314–316 legislation, 87 paradigm, 45 regulations, 210 solution to Indian Caste System, 316–317 Afghanistan, 374, 378 conditioning and diversity, 379–381 cultural dimensions, 379 and culture, 377–379 developments and challenges in, 376–377 diversity and cultural competency, 375–376 flag, 378 implications, reflections, and suggestions, 381–386 leaders, 381–382 leaders and government officials, 384 policymakers, 380 thinking interdependently, 386–387 African–Peruvian culture, 158 Afro-Trinidadians, 292 Age, 222–223 age-based discrimination, 90 ceilings, 26 competing logics in age diversity management, 33–35 dimension, 22, 23 discrimination, 26 diversity, 26–27, 332 equality, 336 floors, 26 Vodafone on, 229 Alternative work arrangements, 69 Amazonian cuisine, 158 AMB Bank, 28, 32 Amu Darya, 377 Anarchy, State and Utopia (Nozick), 9 ANOVA with Tukey’s Test for nonadditivity test, 244, 247 Anti-discriminatory discourse, 92, 287, 300 Antidiscrimination, 240 law, 219 legislation, 88, 96, 283, 286–287 strategies, 243 tendency communication policy, 249 “Aquarium management”, threat of, 211 Asian culture, 337 Asian Perspective Women Matter Research, 335 Asylees, 7 Athens LGBTQ, 230 Australia, 86 D&I practitioners, 86–87 HR function and D&I role, 90–92 implications of Australian approach to D&I, 94–95 literature on D&I specialists, 92–93 regulatory framework in, 87–90 shift D&I forward, 95–98 Australian Human Resources Institute (AHRI), 89 Australian Stock Exchange, 89 Authenticity, 119 Jesuit Refugee Service Slovenia case, diversity management dimensions in, 131 Skuhna case, diversity management dimensions in, 126 Axial coding, 55 Baby Boomers generation, 323 Band Councils, 365 Beaners , 162 Behavioral change, 61 diversity, 142 Bill of Rights and Liberties, 105–106 Blood disorder disability, 313 Board of Directors, 184, 190 lack of women in, 191 in Venezuelan Banking sector, 185–186 Borsa Istanbul Stock Exchange (BIST), 70–71 Sustainability Index, 70–71 Brahmins , 307–308 “Brain drain”, 6 Business case for diversity, 23 ethics, 112 leaders and managers, 385–386 organizations, 12 schools, 120 C-level positions, 184 in Venezuelan Banking sector, 185–186 Canadian Constitution, 363 Canadian National Context, 361 Aboriginal Peoples of Canada, 362–364 financial dimension of IE, 365–366 IE research area, 361–362 political dimension of IE, 365 sociocultural dimension of IE, 364–365 Capitalism, Socialism and Democracy , 9 Career development arguments, 191 Caribbean Development Research Services, 297 Caribbean societies, 293 Caste, 307–308, 314 affirmative action in India, 314–316 affirmative action solution to Indian Caste System, 316–317 caste-based affirmative action, 317 Central Bank of Nigeria, 32 Central government employees, 315n10 Central Public Sector Enterprises (CPSEs), 310–311 Chairman’s Leadership Award for Diversity (CLAD 2011), 71 Chief Human Resource Officers (CHRO), 313 China, 382 Cholo , 164 CIA World Factbook, 52, 222 Citizen sector (see Private sector) Coco-Mat, 231–232 on diversity, 233–234 Code of Business Conduct and Ethics, 345 “#CodeLikeAGirl” program, 229 Coercive isomorphism, 178, 180–181, 184, 186 Collectivism, 297, 336 Collectivist society, 298 Colonization process, 360, 363 Color blindness, 43 Colour Youth, 230 “Comb Day” project, 80 “Common culture transformation” project, 77 Commonwealth Caribbean, 282, 284–285, 292 Companies approaches, 343–345 diversity management performance indicators and measures, 351 diversity management practices, 346 educational background, 348–349 employee care, 349–350 employees with disabilities, 347 external and internal pressures for diversity in, 341–343 foreign employees, 346–347 recruitment and selection, 346 training and development, 347–348 Competence(s), 207, 211, 282–283 Competing logics in managing age diversity, 33–35 in managing ethnic diversity, 29–32 in managing inequality due to HIV/AIDS status, 35–36 in managing religious diversity, 32–33 of workplace diversity in Nigeria, 28–30 Compliance-based responses and sanctions, 46 Component analysis of items on questionnaire, 264 of diversity and inclusion in workplace, 264–266 of equal opportunity and inclusion in workplace, 268–271 of strength of DIWP, 267–268 of workplace issues on discrimination, 271–274 Comprehensive method, 282–283 Conditioning, 379–381 Conflict, 178–179 Contours of diversity, 307–324 Corporate Citizenship Report, 108 “Corporate crusader” model, 15, 98 Corporate Social Responsibility (CSR), 110, 219, 339 Critical case sampling approach, 27–28 Cronbach’s Alpha based on standardized items (CAlphaSI), 244, 246 Cultural/culture, 160–163, 376 Afghanistan and, 377–379 ally, 376 analysis of macro-environment, 13 change, 61 club, 112 competency, 375–376 culturally diverse, 22 diversity in management, 12–13, 198 influence, 297–299 Taiwan’s cultural context, 336–337 Czech Republic (CR), 104–105 diversity management in, 104, 106 ethnic diversity in, 106–107 methodology, 108 problem statement and literature review, 105–106 results, 108–113 “Czechitas” event, 110 Czechoslovakia (see Czech Republic (CR)) Dalit (SC), 317 Dari speakers, 380 “De ollas y sueños”, 169 Decision-makers findings or results with implications for, 55 implications for, 170–171 Decision-makers, 341 companies approaches and leadership attitude toward diversity, 343–345 external and internal pressures for diversity in companies, 341–343 “Declaration on Equality at Work”, 79 Deep-level diversity, 67 Deloitte Human Capital Trends (2017), 307 Demographic(s), 67 characteristics, 333 respondents, 256 statistics of respondents of question, 256–257 Denial strategy, 95 Departure characteristics, 5 “Dependence”, 386 Developmental change strategies, 147–148 Dimension validity test, 244–245 Directive level, gender issues in, 184–185 Disability, 23, 54, 224–225, 283, 291, 294–295, 307, 311, 319–320 Indian perspective on, 312–313 law, 313 meaning, 312 Disadvantaged groups in Australia, 95 Discrimination, 88, 145, 219, 282, 286–287, 314–315 laws, 383 reduction and elimination, 383 by victimization, 287 in workplace, 247–249 Discrimination-and-fairness approach, 23, 144 “Divers” network, 230 Diverse manpower demography, 240 Diverse workforce, 12, 375 Diversity, 2, 8–9, 22, 23, 43, 60, 66, 109, 141–143, 145, 177, 198–201, 204–206, 247–249, 306–307, 333–334 in Afghanistan, 375–376, 379–381 benefits, 209 caste, 307–308 climate, 68 Coco-Mat on, 233–234 companies, 210 consciousness, 382 contours, 307 disability, 311–313 education, 120 events, 111 gender, 308–311 implications for diversity policy and practice, 36–37 literature review, 307 multigenerational diversity, 313–314 organizational evidences from India, 314–324 professionals, 37 Diversity and equality management system approach (DEMS approach), 200 Diversity and inclusion project (D&I project), 86, 88–89, 95–96, 98 HR function and D&I role, 90–92 implications of Australian approach to, 94–95 initiatives, 319 practitioners, 86–87 Diversity Council (DC), 109 Diversity Council of Australia (DCA), 88–89 Diversity in Workforce Award and External Partnership Development Award, 77 Diversity in workplace (DIWP), 12, 267–274 Diversity Index (2014), 199, 209 Diversity management (DM), 2, 11, 45, 92–93, 198–207, 212, 218, 240, 333, 353 in Afghanistan, 374–387 in Australia, 86–98 awareness, 132 in CR, 104–113 cultural diversity in management, 12–13 entrepreneurial immigrants, 6–7 EU perspective, 10 in Greece, 218–234 ILO perspective, 10–11 immigrant workers, 5 India, 305–325 labor immigrants, 5–6 labor market impacts of immigration, 7–8 migratory process and formation of ethnic minorities, 2–5 in Nigeria, 23–37 Nigeria banking sector, 239–250, 253–280 performance indicators and measures, 351 in Polish companies, 199 practices, 208 practitioners and researchers, 353 professional immigrants, 6 refugees and asylees, 7 in Slovenia, 118–135 in South African HEIs, 140–153 in sustainability reports, 66–80 T&T, 281–299 in Taiwan, 331–353 UAE, 42–61 UN perspective, 8–9 “Divide and conquer” strategy, 374, 381 Dow Jones Sustainability World Index (DJSI), 339 Dubai Chamber of Commerce Center, 43 Durbin–Watson Statistics (DW Statistics), 247 Early Liberalization Generation (1992–2001), 313–314 Education/educational, 287 background for employee, 348–349 and employment status of women in India, 309–311 infrastructure policymakers, 375 Electronic Industry Citizenship Coalition (EICC), 342 Emiratization, 45–47 Empirical research, 12 Employee care, 349–350 Employee diversity, 341–342 Employee First and Client Second 2. 0 (EFCS 2. 0), 323–324 “Employee satisfaction”, 232–233 “Employee Work Rules”, 345, 348 Employees with disability (EWD), 319–320, 347 Employment, 10–11, 51, 287 of Emiratis, 57 renewable short-term, 57 security, 35–36 status of women in India, 309–311 Entrepreneurial immigrants, 6–7 Entrepreneurship, 364, 367 Equal Employment Opportunity (EEO), 88, 198, 200 regulations, 210 Equal opportunities, 200, 247–249 based on gender, 57 Equal Opportunity Act (2000), 284–285 Equal Opportunity Commission, 287 Equal Opportunity Model Certificate, 79 Equality, 8–9, 88, 218 in Nigeria, 23–24 Equality of Opportunity and Treatment in Employment and Occupation (2000), 284–285 Equality Opportunity Act (EO Act), 287–288 Equity, 141, 152 gender, 181 groups, 89 “Equity at work” declaration, 76 “Essential dimension”, 118, 134 Ethical corporate Management Best Practice Principles, 344 Ethnic diversity, 23, 53 competing logics in management, 29–32 in CR, 106–107 Ethnic identities, 24 Ethnic representation institutionalization, 29–32 Ethnically diverse culture, 22 Ethnicity, 53–54 Eurobarometer, 223, 231–232 European Atomic Energy Community (Euratom), 10 European Coal and Steel Community (ECSC), 10 European Economic Community (EEC), 10 European Union (EU), 10, 104, 218 Europe’s Erasmus + project, 119–120 Exclusion due to HIV/AIDS status, 27 External pressures for diversity in companies, 341–343 Extraction method, 245 Extraction method of principal component analysis (EMPCA), 246 Factories Act (1948), 317–318 Family Matters Network and Mentoring Program for Women, 319 Federal Character Commission (FCC), 25 Federal Character Principle, 24, 29, 31 practical challenges, 32 Federal Competitiveness and Statistical Authority (FCSA), 42 Federal Ministry of Labor and Productivity, 27 Federal National Council (FNC), 53 Female employees, 343 career development plans for, 348 Factories Act, 317 percentage in central public sector enterprises, 311 percentage in public sector, 220 Vodafone Group, 227–228 in workforce, 219 Femininity, 297 Financial crisis, 225 Financial dimension of IE in Canada, 365–366 Ford Otosan’s diversity management programs, 76–80 Foreign employees, 346–347, 348, 350 Foreigners in CR, 104, 106–107 Fragmented functions, 90 “Freedom fighters”, 380 Frijoleros , 162 Gastrodiplomacy, 167–168, 171 Gastronomy as national identity element, 159 culture and, 160–163 implications for managers and decision-makers, 170–171 limitations, 171–172 methodology or research design, 170 problem statement and literature review, 159–170 Gender, 52–53, 241, 307, 308, 317–319 contextual review, 181–185 dimension, 23 distribution, 186–187 education and employment status of women in India, 309–311 equality, 176, 179, 220 findings and results with implications, 186–189 gendered Indian social context, 308–309 institutional and legal reforms relating to gender equality, 181–184 isomorphism, 188 issues in directive and upper-management level, 184–185 limitations, 189–192 literature review, 179–181 methodology and research design, 185–186 theoretical framework, 177–179 Vodafone on, 227–228 Gender Equality Index, 220 Gender Gap subindex, 179 Generation, 51–52, 59–60, 307, 313–314 Generational diversity in Indian workplace, 321–322 at workplace, study, 320–321 GenX generation, 323 GenY generation, 323 GenZ generation, 323 Gerontocracy, 34 Global economic forces, 91 Global Gender Gap (2017), 176 Global Reporting Initiative (GRI), 66, 70–71 Global Teams, 55, 60 Globalization, 240 GLOBE project, 160 Government inclusion, 22–23, 29, 243 Greece, diversity management in, 218–219 age, 222–223 Coco-Mat, 231–234 disability, 224–225 discrimination, 219 ethnic origin and religious beliefs, 221–222 gender, 219 methodology, 225–226 open and sustainable culture, 232–233 sexual orientation, 223–224 Vodafone, 226–231 Greek Jewish community, 222 Grounded theory approach, 55 Group Employee Engagement Survey Implementation Guidelines, 351 Group initiative program, 228 Groupthink, 380 Hacking, 111 Hammer Factor, 387 Happiness agenda, 51 HCL MEME, 323 HCL technologies, 318, 323–324 Health, Safety, Environment, Product Stewardship and Sustainability (HSEPS), 108 Health insurance, 350 Heckscher–Ohlin theorem, 7 “HeForShe” platform, 79 Heterogeneity, 292 Heterogeneous teams, 380 Heterogenous relationships, 295 High context communication (HC communication), 379 Higher education institutions (HEIs), 15, 140 challenges to diversity management at, 145–147 diversity management at, 143–145 practice in HEI diversity management, 147–150 transforming, 141 Hindu caste system, 307–308 Historical-structuralist approach, 2, 3 HIV/AIDS Anti-Discrimination Act (2014), 27 HIV/AIDS status competing logics in managing inequality due to, 35–36 inequality and exclusion due to, 27 Homogeneous teams, 380 “Honey Bees Get to Be Engineers” project, 79 Horizontal inequalities, 24 Hotelling’s T-Squared Test “F” statistics, 247 Huarique restaurant, 164 Human Capital Development, 339 Human groupings, 141–142 Human resource management (HRM), 69, 86, 88, 91, 241 procedures, 69 strategy, 352 system, 351–352 Human resources (HR), 55, 91 diversity practices, 202 function and D&I role, 90–92 management leader, 210 managers, 199, 240 policy flexibility and growth, 242 practices in DM, 209 Human rights, 9 human rights-related education, 345 Human trafficking, 49 “Hyper-diversity”, 60 Iceland, gender equality in, 179 Immigrant workers, 5 Immigration, 8 labor market impacts, 7–8 Imperial Medical Centre (IMC), 28, 35–36 In Defence of Anarchism (Wolf), 9 Inclusion, 22, 23, 93, 202, 218, 247–249, 282, 306–307, 333–334 in Afghanistan, 374–387 of identities, 163–167 of marginalized sectors, 58–59 organizational initiatives for disability, 319 vision, 68 Inclusive culture, 383 Inclusive diversity management, 241 Inclusive leaders, 119 Jesuit Refugee Service Slovenia case, diversity management in, 132 Skuhna case, diversity management dimensions in, 128 Inclusive workplace, 98 discrimination policy, 249–250 Incorporation, 161 India diversity and inclusion, 324 diversity management in, 305–325 from literature and practice, 307–324 Indian Act, 363 Indian Caste System, AA solution to, 316–317 Indian peoples of Canada, 362–363 Indian perspective on disability, 312–313 Indian society, 308–309 Indian Stock Exchange, 315–316 Indian workplace, generational diversity in, 321–322 Indigenous Entrepreneurship (IE), 17, 360 in Canada, 360 financial dimension, 365–366 political dimension of, 365 research area, 361–362 sociocultural dimension, 364–365 Indigenous groups, 359–360, 363 Indigenous residential schools (IRS), 363 Individualism, 9, 297 Indo-Trinidadians, 292 Inequality due to HIV/AIDS status, 27 Infosys Women Institute of Leadership, 319 Infosys Women’s Inclusivity Network (IWIN), 319 Innovation, 383–384 Instagram, 186 Institutional diversity, 142–143 Institutional infrastructure policymakers, 375 Institutional theory (IT), 177–178, 189, 190 Integrated Action Plan for the Social integration of Greek Gypsies, 221 Intellectual disability, 320 Internal pressures for diversity in companies, 341–343 International Labor Organization (ILO), 10, 27, 42, 49–50, 342 International Migration Branch, 10 perspective, 10–11 International mobility, 134 Internationalization, 341–342 of higher education, 134–135 Intersectionality, 95 Inuit peoples of Canada, 362–363 Islamic banking, 33 ISO 14001 standard, 108 Isomorphism, 178 IT sector in India, 318–319 Jatis , 308 Jesuit Refugee Service Slovenia case, 122, 130–132 Job mapping model, 320 security, 10 Kaiser–Meyer–Olkin (KMO), 245 Key Performance Indicators (KPIs), 94 Kindergarten Project, 110 Kite Runner (movie), 381 Klarsfeld’s framework, 89 Knowledge sharing, 58 Kshatriyas , 307–308 Labor, 8 immigrants, 5–6 labor-scarce country, 8 market impacts of immigration, 7–8 migration governance, 49 Leadership, 56–59, 61, 347–348 attitude toward diversity, 343–345 Lean In Circles group, 227–228 Learned behavior, 161–162 Learning order disability, 313 Legal framework, 243 Legal reforms relating to gender equality, 181–184 Lemon Tree Hotels (LTH), 319–320 Lesbian, gay, bisexual, transgender, and queer community (LGBTQ community), 295 Lesbian, gay, bisexual, transgender, queer or questioning, and intersex (LGBQTI), 86, 88–89, 95 Lesbian, gay, bisexual, transgender (LGBT) club, 112 events, 230 Leveraging difference approach, 202 Liberal political theory, 9 LinkedIn, 186 “Logical generalizations”, 28 Long-term orientation, 297 strategy, 37 Longstanding health problem, basic activity difficulty (LHPAD), 224 Low vision (LV), 320 Low-context communication (LC communication), 379 Maastricht Treaty, 10 Macro-environment, cultural analysis of, 13 Macro-level phenomena, 45 Macro-national factor, 332 Macro-structures, 4 Make a Difference Ltd (MAD Ltd), 323–324 Managers, 50, 385 companies approaches and leadership attitude toward diversity, 343–345 and decision-makers, 341 external and internal pressures for diversity in companies, 341–343 findings or results with implications for, 55 implication for, 170–171, 250 Manusmriti , 309 Mariano Valderrama, 160, 166, 168 Marxist political economy, 3 Masculinity, 297 Maternity Benefit (Amendment) Act (2017), 317–318 Maternity Benefit Act (1961), 317–318, 324–325 Medical model, 312 Mediocrity in workplace, 32 Mental disabilities, 312 Mental tapes, 381 Mentoring initiatives, 69 programs, 69 “Merger Treaty”, 10 Merit-based recruitment and selection, 346 Meritocracy building, 29–32 Meso-organizational factor, 332 Metis peoples of Canada, 362–363 Micro-individual factor, 332 Micro-small and medium enterprises (MSMEs), 324–325 Micro-structures, 4 Migrants, 3, 11 Migratory/migration, 3, 5 offers, 3 chains, 4 movement, 4 process, 2–5 system theory, 2, 3–4 Mimetic isomorphism, 178 Ministerial Resolution No. 788 (2009), 47–48 Ministry of Community Development, 54 Ministry of Education, 79 Ministry of Human Resources and Emiratization (MoHR), 47 Ministry of Social Affairs, 54 Ministry of Treasury, 205 “Mistura”, gastronomic fair, 167 Mixed model between public and private entities, 184–185 Mujahideen (see “Freedom fighters”) Multi-National Corporations (MNCs), 318 Multiculturalism, 8–9, 43 Multigenerational diversity, 313–314, 320 generational diversity in Indian workplace, 321–322 HCL technologies, 323–324 study generational diversity at workplace, 320–321 Multinational companies, 58 Muslim-friendly holiday destination, 336 National Agenda 2021, 45 National anti-discrimination legal framework, 22 National Association of Software and Service Companies (NASSCOM), 309–310 National Commission for Enterprises in Unorganised Sector , 310n6 National Development Council (NDC), 335 National legal framework, 23 Negative behavior, 145 synergy, 380 Neo-institutional theory, 178 Neoclassical economic equilibrium theory, 2, 3 Neoclassical trade theory, 7 Network of People Living with HIV and AIDS in Nigeria (NEPWHAN), 36 Networking and visibility, 119 Jesuit Refugee Service Slovenia case, 131 Skuhna case, 127 New Zealander approach, 180 Nicaragua in Central America, 179 Nigeria, 22 age diversity, 26–27 age diversity, competing logics in managing, 33–35 banking system, 240–241 competing logics of workplace diversity in, 28–30 diversity management, 243 ethnic diversity, 24–25 ethnic diversity, competing logics in managing, 29–32 implications for diversity policy and practice, 36–37 importance of country, religion, ethnicity in life, 25 inequality and exclusion due to HIV/AIDS status, 27 inequality due to HIV/AIDS status, competing logics in managing, 35–36 institutional and organizational context of equality and DM in, 23–24 religious diversity, 25–26 religious diversity, competing logics in managing, 32–33 research design and approach, 27–28 Nigeria banking sector areas of further research, 250 component analysis of items on questionnaire, 264–274 demographic statistics of respondents of question, 256–257 dimension validity test, 244–245 diversity, inclusion, equal opportunity and discrimination, 247–249 diversity management, 240 findings, 249–250 implication for managers, 250 literature review, 241–244 methodology, 244 questionnaire, 253–255 regression analysis of component of diversity management, 275–280 regression test, 245 results, 246 scale reliability and factor dimension reduction test, 246–247 validity and reliability of items on questionnaire, 258–263 Nigerian National Petroleum Corporation (NNPC), 28, 30–31 Non-discriminatory recruitment, 346 Non-essentialist reconceptualization, 243 Non-indigenous entrepreneurs, 366 Nordic countries, 179 Normative isomorphism, 178 Norwegian approach, 180 Not Too Young To Run (NTYTR), 28 Bill, 34–35 movement, 34 organization, 26 Novoandina cuisine, 158 Nuristanis, 378 Office of UN Secretary-General’s Envoy on Youth, 26 OHSAS 18001 standard, 108 Old Europe, 204, 210 Omnivore’s paradox, 161 Online International Labor Migration Database, 10 Opportunity Deprived Indians (ODIs), 319–320 Ordinary Least Square regressions, 245 Organizational/organizations, 56, 59, 67, 200 argument, 191 cultural change, 240–241 culture of institution, 143 diversity programs, 88 initiatives for disability inclusion, 319 policies, 249 productivity, 317 Organizational evidences from India, 314 caste, 314–317 disability, 319–320 gender, 317–319 multigenerational diversity, 320–324 Orthopedically handicapped (OH), 320 Other Backward Class (OBC), 308 Other definition, ethnic minority, 5 “Oversimplification of problem of inequality”, 285 Paisanaje , 4 Pashtu speakers, 380–381 Passive discrimination, 308 People Engagement Council (PEC), 110 People with hearing impairment, 312 People’s National Movement (PNM), 292 Person for others project, 134 Personnel management, 90 Persons with Disability (PwD), 306–307, 312–313 Peru(vian), 159, 164–165 brand, 168 case, 168 cuisine, 171–172 culinary nationalism, 165 culture, 163–167, 170 food, 158, 165 gastronomic boom, 165–166, 171 gastronomy, 158–159, 169–171 government, 168 mestizo food, 158 national brand strategy, 167–168 national culture and identity, 164 society, 164 Peruvian Gastronomy Association (APEGA), 167–168 Peruvian National Institute of Culture, 165 Pew Research Centre, 25 Physical disability, 320 Plan-Do-Check-Action approach, 345 Plateaued Growth Generation (2007–2012), 313–314 Platinum Rule, 382 Pluralism, 9 Poland approaches and determinants, 199–201 discussion, limitations, future research, 212–213 diversity and DM in Polish context, 204–206 DM, 201–203 findings and implications, 210–212 research design and results, 206–210 Polish context, diversity and DM in, 204–206 Polish entrepreneurs, 209 Polish labor market, 204, 212 Polish organizations, 210–211 DM in, 209 Political dimension of IE in Canada, 365 Political Rights of Women, 220 Pre-Hispanic monuments, 168 Pre-liberalization Generation (Pre-1991), 313–314 Pre-retirement protection age, 205–206 Preface to Democratic Theory, A (Dahl), 9 Prevention of Discrimination Act (1999), 284–285 Primary dimensions of diversity management, 106 Private entities, mixed model between public and, 184–185 Private sector, 310 Private/public sector dichotomy, 45–47 Public Disclosure Platform (PDP), 71 Public enterprises, 310n8 Public entities, mixed model with private and, 184–185 Public sector, 45–47, 310n8, 385 Public services, 310n8 Public–private partnerships, 43 Pull behaviors, 387 Pull factor, 387 Push behaviors, 387 Push factor, 387 Pushtuns, 378 Qualitative analysis, 170 approach, 122 content analysis, 75 Quality approach, 122 Quotas, 46 in business, 205 Race, 11n2, 283, 291–293 Racial Discrimination Act, 90 Rapid Growth Generation (2002–2006), 313–314 Rastafarianism, 284 Rebel, The , 306 ReConnect, 227–228 Recruitment matters, 10 and selection, 346 Regression analysis of component of DM, 275 discrimination in workplace, 278–280 diversity and inclusion, 275–276 equal opportunity and inclusion, 277–278 Regression test, 245 Religious beliefs, 221–222 Religious dimension, 22 Religious diversity, 23, 25–26 management, 32–33 Religious freedom, 32–33 Religious identities, 24 Religious neutrality, 32–33 “Rentier states”, 45 Reservation policy, 316 Reserved/backward category, 308 Resource Integration, 339 Resources, 383 financial, 70 human, 54, 384 natural, 386 Responsible Business Forum, 210 Retention of talent regardless of ethnicity, 57 Revolutionary thinking, 383–384 Rights of Persons with Disabilities Act (RPWD Act), 313 Robens-style legislation, 96–97 Royal Commission on Aboriginal Peoples, 363 Rwanda, 179 Scheduled caste/scheduled tribe (SC/ST), 308 Semiconductor industry, 337–338 Sex, 283, 291, 293–294 Sexual harassment, 293 Sexual Offences Act (1986), 293, 296 Sexual orientation, 23, 223–224, 283, 291, 295–297 Vodafone on, 229–231 Shift D&I forward, 95–98 Shop-floor employees, 209 Short-term orientation, 297 strategy, 37 Shudras , 307–308 Skills behavior, 282–283 Skuhna case, 125–129 Slovene acts, 121 Slovenia, 120–121 diversity management in, 118–119 findings with implications for managers and decision-makers, 123–125 future research, 132–135 Jesuit Refugee Service Slovenia best practice case, 130–132 problem statement and literature review, 119–120 research design, 121–123 Skuhna best practice case, 125–129 Smart Dubai Office, 51 Social argument, 191 categorization, 98 enterprise, 362 expectations, 97 flexibility, 124 inclusion, 141, 243 justice, 244 media, 186 model, 312 movements, 176, 181 scientific paradigms, 2 standards, 66 Social Entrepreneurship (SE), 362 Societal gender equity, 77 Society of Human Resource Management (SHRM), 23, 322 Socio-economic context, 317 environment, 314 Socio-political circumstances, 362 Sociocultural characteristics, 333 dimension of IE in Canada, 364–365 models, 43 South African HEIs, 140–141 defining diversity, 141–142 diversity management at, 150–152 suggestions for improving diversity management, 152–153 South Korea, Inditex subsidiary in, 180 Speech and hearing impaired (SHI), 320 Speech and language disability, 313 Spirit Day, 230 Staff and student diversity, 142 sustainable inclusiveness, 241 Standard operating procedures (SoPs), 320 State sector (see Public sector) Statistical laws of migration (Ravenstein), 2 Stereotyping, 145 stereotyping-based discrimination, 98 Stolper–Samuelson theorem, 7 Structural diversity, 142 Surface-level diversity, 67, 382 Sustainability reports, diversity management in, 66–80 Sustainable culture, 232–233 Sustainable Development Policy commitments, 345, 348 Taiwan case study, 337 companies’ diversity management practices, 346–351 context for diversity management, 334 cultural context, 336–337 data analysis, 341 data collection, 339–340 demographic and immigration trends, 332 discussion, limitations, future research, 351–353 economic context, 337 implications for managers and decision-makers, 341–345 legal and policy context, 335–336 methodology/research design, 337 population trends, 334–335 problem statement and literature review, 333–334 research questions, 334 sample selection for case study, 337–339 Taiwan Corporate Sustainability Awards (TCSA), 338 Tajikistan, 382 Theory of Justice, A (Rawls), 9 Top management team, 13–14, 16, 339, 348–349 Top-down approach, 383–384 Trade, 8 barriers, 8 unions, 90–91 Tradition-bound Indian society, 308–309 Traditional diversity programs, 202 Training, 69 activities, 69 and development, 347–348 identification, 320 Transformational changes, 144 strategies, 148 Transforming HEIs, 141 Transitional change strategies, 148 Travel Room project, 111–112 Trinidad and Tobago (T&T), 282 background, 283–284 cultural influence, 297–299 disability, 294–295 ethnic groups in T&T, 284 legislation, 286–291 literature review, 284–286 race, 291–293 religious groups in T&T, 285 sex, 293–294 sexual orientation, 295–297 Trinidad’s EO Act, 287 Truth and Reconciliation Commission of Canada (TRC), 363 Turkey, 66 content of sustainability reports, 72–75 diversity management, 67–69 findings, 76–80 Ford Otosan’s diversity management programs, 76–80 methodology and research design, 71–76 organizations in, 67 problem statement and literature review, 67–71 structure of sustainability reports in, 69–71 Turkmans, 378 Turkmenistan, 382 Twenty-first-century socialism, 176, 181 Twitter, 186 Uçan Süpürge Association, 79 UK Higher Education Providers, 132 UNESCO, 168 United Arab Emirates (UAE), 14, 42 approaches to diversity management, 44 dimensions of diversity management, 51–55 employed population, 49 findings or results with implications for managers and decision-makers, 55 generation, 59–60 government, 56 Human Resource laws, 42 leadership, 56–59 limitations, future research, 60–61 literature review, 44–45 methodology, 54–55 MoHR, 49 population by nationality and proportion of non-Emiratis, 48 private/public sector dichotomy, 45–47 total population and estimates of proportion of non-nationals, 48 total population and growth rate, 47 UAE-initiated Abu Dhabi Dialogue, 50 workforce, 42 workforce diversity, 47–50 workforce management, 50–51 United National Congress (UNC), 292 United National Convention on Rights of Persons with Disabilities (UNCRPD), 313 United Nations (UN), 8–9, 360 General Assembly, 11 Global Compact, 342 Global Sustainable Development principles, 342 Guiding Principles on Business and Human Rights, 342 Universal Declaration of Human Rights, 342 United Nations Development Program (UNDP), 26 United Nations Word Tourism Association (UNWTO), 168 United States (US), 6 DM practices in, 202 Unity in Diversity, 24, 306 Universal Banking, transition to, 185 Unorganised sector, 310n6 Upper-management level, gender issues in, 184–185 Uzbekistan, 382 Vaishyas , 307–308 Validity and reliablity of items on questionnaire, 258 items on diversity and inclusion in workplace, 258–259 items on equal opportunity and inclusion, 261 items on strength of diversity in workplace, 259–260 items on workplace issues on discrimination tendencies, 262–263 Value-added tax (VAT), 42 Varimax with Kaiser Normalization, 245 Varnas , 307 Venezuela(n), 184 banking sector, 184–185 financial system, 189 gender equality in, 181–184 labor law, 189 Venezuelan Hugo Chavez legal reforms, 181 Venezuelan law, 190 and regulations, 182–183 Victimization, discrimination by, 287 Visually impaired people (VI people), 320 Vodafone, 226 on age, 229 on gender, 227–228 Greece, 226–227 on sexual orientation, 229–231 Wage Protection System, 47–48 Warsaw Stock Exchange Good Practices, 205 Western-style banking services, 33 Wipro Diversity Council, 318 Women, 308–309 reproductive role, 311 Women 1999 Act, 88 Women Entrepreneurs Association, 79 Women Equal Opportunity Law, 184 Women of Wipro (WoW), 318 Women’s Empowerment Principles (WEP), 79 Workforce diversity, 332 strength of, 246 in UAE, 47–50 Workforce management in UAE, 50–51 Work–life balance, 347, 349–350 Workplace diversity management in Nigeria, 242–243 competing logics of, 28–29 Workplace diversity strength (WPDS), 245, 248 World Economic Forum (2017), 120, 179–180 World Economic Forum Report (2016), 337 World Health Organization, 283 “World of Difference” program, 229 Xanthi, 233–234 Younger employees in India, 321 Youth Community, 230 Youth Initiative for Advocacy, Growth, and Advancement (YIAGA), 26 Yuca , 162 Book Chapters Prelims Diversity within Diversity Management: Where We Are, Where We Should Go, and How We Are Getting There Managing Diversity in Nigeria: Competing Logics of Workplace Diversity Diversity Management: The Case of the United Arab Emirates Diversity Management in Sustainability Reports: A Case Study from Turkey Managing Diversity in Australia: A Viable Career Option, Social Change Agents, or Corporate Stepping Stone? Diversity in the Czech Republic Diversity Management in Slovenia Managing Diversity in South African Higher Education Institutions Gastronomy as a National Identity Element: The Peruvian Case Gender in Venezuelan Board of Directors and C-level Positions: Current Balance of Gender Diversity for Twenty-first Century Socialism Diversity Management in Poland A Changing Country: Diversity Management in Greece Workplace Diversity and Inclusion Policies: Insights from a Foreign Firm in the Nigeria Banking Sector Managing Diversity in Trinidad and Tobago Shifting Landscapes of Diversity in India: New Meaning or a Contextual Shift? Diversity Management in Taiwan. The Case of the Semiconductor Industry Indigenous Entrepreneurship, Society, and the Dimensions of Diversity: An Overview of the Canadian National Context Diversity Management and Inclusion in Afghanistan Index
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