Index

Citation (2017), "Index", Chanlat, J.-F. and Özbligin, M.F. (Ed.) Management and Diversity (International Perspectives on Equality, Diversity and Inclusion, Vol. 4), Emerald Publishing Limited, Bingley, pp. 371-381. https://doi.org/10.1108/S2051-233320160000004021 Publisher: Emerald Publishing Limited Copyright © 2017 Emerald Publishing Limited INDEX absorptive capacity, 63 access-and-legitimacy model, 26–27 Accord National Interprofessionnel (ANI), 238 ad hoc equal opportunities programmes, 42 ad hoc positive action procedures, 40 adventure, culture of, 99–101 as an intermediary space, 100 as a gamble, 101 as a means of escaping conventional, rational or scientific representations, 101 Simmel’s concept, 100–101 in travelling situation, 100 affirmative action (AA) laws and policies, 10–11, 256–259 in Australia, 259, 261–263 divergence between multiculturalism and responses, 267–275 linear and oppositional perspective, 260–261 relationship between multiculturalism and anti-discrimination laws, 263–266 African-American civil rights movement, 14, 357 African-American exceptionalism, 359 American approach to diversity, 360–362 American art and culture, 358 American culture, 360 Andalusia, 78 anti-discrimination laws, 30–31, 40, 44, 119, 257 in Australia, 270–271 Association Française des Entreprises Privées (AFEP), 241, 251 Association française des managers de la diversité (AFMD), 6, 10, 129 atypical bosses, 4–5, 88, 92–94 abilities, 96–99 as adventurers, 99–101 as an entrepreneur, 102–105 becoming an, 98 capacity to overcome social circumstances, 99 curiosity, attention, and observation, capacity for, 94–96 freedom to think and act, 91–94 hybrid social space and, 91 mobility of, 105 neurotic experience of, 104 outsider position of, 100 position of “demoted from above,” , 103–104 position of exteriority, 88–91 positions of, 102–105 socialisation of, 95–96 subjective engagement of, 102 Australia, women’s issues in, 258 Australian Stock Exchange (ASX), 258 Barcelona, 78 bohemians, , 76–80, 99 Bouchard-Taylor Commission, 73 Brown & Anor v Coles Group Supply Chain Ltd.,, 274 career age, 164 career cohorts, 164 career development studies, 347–349 Charter of Fundamental Rights in the Treaty, 235 Civil Rights Act of, 1871, 24 class neurosis, 104 collective learning process, 38 Commonwealth Affirmative Action (Equal Opportunity for Women) Act, 267 Commonwealth Human Rights and Equal Opportunity Commission Act, 267 Commonwealth Human Rights Commission, 260 Commonwealth Human Rights & Equal Opportunity Commission Act, 260 Commonwealth Racial Discrimination Act, 1975, 260 Commonwealth Racial Hatred Act, 267 Commonwealth Sex Discrimination Act, 267 Commonwealth Sex Discrimination Act 1984, the Commonwealth Affirmative Action (Equal Opportunity for Women) Act 260 Community Relations Commission and Principles of Multiculturalism Amendment Act, 273 competence portfolio approach, 23 competency, concept of, 2, 22 as an aid for diversity, 24–25 criticisms of, 32–33 definition, 22 individual competency, 28–29 in manpower planning, 23 in North America, 22 recruitment tests based on, 22 as a tool for social justice, 23 types of, 23 “variables” of competences, 22 competency management, 20 diversity with, 2 competition, 326–328 competitive advantage, 102 creative cities, 78 creative class, 76–77 “planned” living space for, 78 Crozier, Michel, 72 cultural beliefs on entrepreneurship, 218–220 cultural competences, 27 cultural diversity, 45 DAFCO vocational training organisation, 22 Danish trade unions, 237 declassed people, 104 Department of Immigration and Multicultural Affairs (DIMA), 272 dietary hierarchy, 184–185 dietary prohibitions and obligations, diversity of. see religious dietary obligations differentiation, principle of, 232 disability and entrepreneurship, 222–224 Disability Discrimination and Human Rights (Sexual Conduct), 267 discrimination, 110 cost of, 44–45 due to physical appearance, 135–137 consequences, 141–142 employment, 112 prevention of, 43–44 religious traditions as perpetrators, 112 sexual orientation, 111, 113, 120 towards sexual minority, 116–122 workplace, 39, 134–138 discrimination-and-fairness model, 26–27 diversity, conceptualization of, 13–14, 336–337 approaches, 349–352 consequences of, 342–346 diversity achievements, 346 diversity-firm performance relationship, 346 diversity recruitment research, 347–348 diversity training, 348 effects on workforce compositional outcomes, 348 global perspective, 350–351 mechanisms and effects, 337–342 psychology of, 344–345 within teams, 364–366 in terms of socioeconomic trends and social forces, 350 diversity adviser, 300, 302 diversity agreements, analyses of, 232 acquisition of the diversity label, 240–241 approach by public-targets, 238–240 cautious involvement of social partner in, 241–243 Labour code, equality between men and women, 238–240 negotiation and signature of collective agreements, 240–241 research methodology, 237–238 steps of negotiation background and channels of communication, 250 conclusion of agreement, 248–249 factors of success of, 244 implementation of agreement, 249–250 monitoring and evaluation of a collective agreement, 250–251 negotiation and formalisation of an agreement, 247–248 planning of negotiation, 244–245 production of a diagnostic, 245–246 diversity budget, 301, 307 diversity culture, 48 diversity humanism, 48 diversity interventions, 2 diversity management, 2, 256–259, 347–349 as an individual competency, 28–29 as an organisational competency, 20–21 as an organisational phenomenon, 322–323 anti-discrimination legislation, 30–31 “anti-models” of, 26–27 in Australia, 259, 261–263, 273–274 benchmarks, 48 Bourdieuan approach, 285–286 in Coles supermarket chain, 274 commercial advantages and, 46–47 company leadership and, 50–52 company’s commitment, 43 competitive rationale, 326–328 conducting a diversity process, 44 contingent rationality of management by competences, 29–30 criticisms of, 32–33 divergence between multiculturalism and responses, 267–275 diversity marketing strategy, 46–47 as economic performance lever, 42–47 efficacy (business case) associated to, 232–233 good, 28 legal regulatory framework for anti-discrimination, 270–271 linear and oppositional perspective, 260–261 link between diversity and performance, 26 mainstream business, 311 for optimisation and improvement of HRM and management, 44–45 over-financialisation of, 330 ownership for, 304–309 as performance lever, 47–52 policies of, 232 labour unions and, 233–234 potential effects on performance, 43 prevention of discrimination and targeted positive action, 43–44 principles of productive diversity, 272 promise of, 366–368 relationship between multiculturalism and anti-discrimination laws, 263–266 relationship between team diversity and economic performance, 47 in Rio Tinto, 273–274 role and agency of diversity managers, 284–285 scholarship, 285 senior management support, 287, 298–299, 303–306, 309, 312 as a stimulant to creativity and a key factor for innovation, 45–46 diversity managers, 11–12 association between trade union ownership and, 307–308 balanced scorecards of, 312–313 credibility and positional authority, 301 effectiveness in job, 292 expertise and skills of, 287–297 of financial sector organisation, 300, 305, 310, 312–313 of a global petrochemical company, 296 job status and organisational position of, 297–303 of large retail company, 295, 305 of local government organisation, 293, 309–311 marginalisation of, 303 in national government organisation, 293 organisational power and effectiveness of, 306 organisational support for, 303–313 professional identity of, 286 of public sector organisations, 298 salaries of, 299–300 diversity policies, 3, 38 complementary aspect of, 40 defining, 39–40 effects on management practice, 42 factors determining success of, 41–42 implementing, 40–42 involving aspects of HRM, 39 outcomes of, 40–42 renewing of management and, 41 social change and, 40 double-loop learning, 28–29 dynamic collective learning process, 3 entrepreneurs, 102–105 principal quality of, 94–95 entrepreneurship, 9, 210 construction of feminine subjectivities in, 213 disability and, 222–224 diversity in, 211 ethnic, 214–220 failure, 223–224 feminist theorising in, 212 field-level changes of, 214 gender and, 211–214 in Germany, 214 of marginalised groups, 221 masculinity and femininity, 212 multi-layered nature of, 213–214 as a political ideology, 211 positive aspects, 210–211 sexual orientation and age in, 221–222 tensions between stereotypical representations of, 213 in Turkey, 214 women’s, 211–214 equal employment opportunity (EEO), 10–11, 256–259 in Australia, 259, 261–263 divergence between multiculturalism and responses, 267–275 linear and oppositional perspective, 260–261 relationship between multiculturalism and anti-discrimination laws, 263–266 equality and diversity, 110 Equal Opportunity for Women in the Workplace Act, 273 Equal Opportunity for Women in the Workplace Agency (EOWA), 273 Equity Lab, 251 Ernaux, Annie, 104 ethnic diversity, 26 ethnic entrepreneurship, 214–220 of African-Caribbean communities, 219 Chinese entrepreneurs in Bangkok, 215 culture, role of, 218 domain of, 217 faith-based discourses and practices of, 219 Hinduism and, 219 intersections between religious and, 218–219 Kloosterman’s approach, 216 mixed embeddedness perspective, 215–218 Muslim entrepreneurs, 220 Nigerian entrepreneurs, 218 opportunity structure, 217 patterns of variation in, 217 pull and push factors, 215 social class influence, 219 social relations and, 216 transnational networking, 215 ethnicity as a micro-and meso-level construct, 214 migratory status and, 217 representations of ethnic identity, 215 ethnic minorities, 88 ethnocultural diversity, 45–46 European Federation of Public Service Unions, 235 European Trade Union Confederation (ETUC), 234–235 European Union, 235 exteriority of atypical bosses, 88–91 Florida, 76–78 freedom, 5 negative, 114–115 positive, 114–115 in terms of free exercise of religion, 114–115 French National Education system, 21 gender mainstreaming, 234 generation, dimensions of as a birth of cohort, 155 as a category of age, 154 generic definition, 153–154 heterogeneous approach to, 168 Mannheim’s theory, 154 generational diversity, 7, 152 distinction and reunification of age and cohort measures, 152–153, 161 career age, 164 career cohorts, 164 integrated approach, 168–169 organisational age, 165 organisational cohort, 165 position age, 165–166 position cohort, 166 societal age, 162 societal cohorts, 163 in organisation, meta-analysis, 166–169 between 1990 and 2013, 158–159 at career level, 164 in cultural and institutional contexts, 161 in Europe, 160 limits of study, 170–171 methodology, 156 in North-America, 160 at organisational level, 165 at position level, 165–166 at societal level, 162–163 stereotyped view, overcoming, 169–170, 157–161 in West, 157–161 genius of strangers, 96–99 glass ceiling phenomenon, 45, 74 Global Creativity Index (GCI), 77 Global Reporting Initiative (GRI), 241 GRETA vocational training organisation, 22 “Groupe Métier” methodology, 22 Hofstede’s frame of culture, 70–74 human development index, 78 human resource management programs, 349 Human Rights and Equal Opportunity Commission (HREOC), 272 Human Rights Commission Act, 260, 267 identity-based differences, 110 immigrant entrepreneurship, 216–217 immigration inflows into selected OECD and non-OECD countries 2000–10, 62–63 immigration in Canada Canadian labour market and, 63–70 comparison of unemployment rates, 64–68 cultural traits and, 70–74 discriminatory treatment against immigrants in, 70–76 immigrant investors, 67 immigrant’s and Canadians’ earnings, 69–70 immigrants’ integrating mechanism, 61 racial prejudice, 73–74 rate of employment among immigrants, 66–67 inclusive management practice, 48–49 individualism, 324–326 individual ownership for diversity, 309 integration management, 49–50 International Convention on the Elimination of All Forms of Discrimination against Women (CEDAW), 260 intersectional research, 110 Jacobs, Jane, 77 Kentucky Baptist Homes for Children, 120 knowledge, notion of, 21, 23 tests for, 24 labour unions, 233–234 in Belgium, 236 Danish, 237 employers’ strategy to destabilise, 234 European trade unions’ organisations, 235 French, 236, 238 innovative and important practices of, 235 literature review, 232–237 in matter of wage equality, 235 on policies of diversity management, 232–233 position of, 234 proactive approaches of, 233 60s and 70s, 234 Wallonia, 236 Ladele vs London Borough of Islington Council,, 116 leadership over time, 49 legal conformity, 44 legitimacy, 43 Lemoine, Georges, 23 LGBT people, 6, 111–112, 117–122, 329 rights, 236 linguistic diversity, 2, 45 literacy test, 24 “live and let live” ethos, 77 management and diversity, 1 management by competency, 20–21 contingent rationality of, 29–30 in France, 31–32 institutional approach, 30–32 as a way of developing diversity in workforce, 21–24 managerialism, 327 managers’ performance appraisal and/or compensation, 349 market-based citizenship, 328 Masterpiece Cakeshop v. Colorado Civil Rights Commission,, 121 Maudits Français (Goddam French), 72 minority groups, 111 LGBT people, 111–112, 117–122 minority rights, 111 Montréal, 78 motives, 23 multiculturalism, 113 mumpreneurship, 213 Muslim immigrants, 112 national anxieties, 71 negative liberty, 114–115 negotiation, steps of background and channels of communication, 250 conclusion of agreement, 248–249 factors of success of, 244 implementation of agreement, 249–250 monitoring and evaluation of a collective agreement, 250–251 negotiation and formalisation of an agreement, 247–248 planning of negotiation, 244–245 production of a diagnostic, 245–246 neo-liberal economy, 320 neo-liberalism, 12–13, 320 challenge of, 329 E&D activities, 323 macro-political discourses of, 328 macro-politics of, 320 practices of resistance and, 329–330 in UK, 321–322, 330 neo-liberal politics, 320 neo-liberal values competition, 326–328 deregulation and voluntarism as, 321–323 individualism, 324–326 Neuro-Linguistic Programming (NLP), 130 NSW Anti-Discrimination Act 1977 (NSW) 260 NSW Anti-Discrimination (Amendment) Act, 268–269 NSW Community Relations Commission and Principles of Multiculturalism Act, 273 objectification, 96 Observatoire Européen de la Diversité, 235 older entrepreneurship, 222 organisational age, 165 organisational citizenship, 42 organisational cohort, 165 organisational competency, 2, 25–28 organisational culture, 50 organisational learning, 25–28 performance, link with diversity, 3 physical appearance, notion of, 6, 129 absenteeism and staff turnover, 141–142 appraisal process, correlation between, 135 categorisation, 132 compensation strategies and self-censorship, 140–141 discrimination, 133 hiring, 135, 138 prejudice, 133 salary, 135 stereotyping, 132–133 appreciation of, 131–132 in the context of working life, 130 corporate image and, 139 definition, 131 discrimination in workplace and, 134–138 halo effect and, 133–134 for health and safety reasons, 137 issues linked to, 138–140 labour code, 136 legal framework, 136–137 mistaken good intentions, 142–143 negative repercussions on productivity, 142 primacy effect and, 133–134 raising awareness of, 143–145 awareness-raising tools, 145 role in working life, 142–145 in terms of cultural background, 132 plural identities, 104 policies of diversity management, study of acquisition of the diversity label, 240–241 approach by public-targets, 238–240 cautious involvement of social partner in, 241–243 Labour code, equality between men and women, 238–240 negotiation and signature of collective agreements, 240–241 research methodology, 237–238 steps of negotiation background and channels of communication, 250 conclusion of agreement, 248–249 factors of success of, 244 implementation of agreement, 249–250 monitoring and evaluation of a collective agreement, 250–251 negotiation and formalisation of an agreement, 247–248 planning of negotiation, 244–245 production of a diagnostic, 245–246 position age, 165–166 position cohort, 166 positive liberty, 114–115 pragmatic legitimacy of the organisation, 44 productive diversity policies, 257 professional age, 164 professional identity of diversity managers, 286 Public Service Act, 270 Québec, 78 cultural traits, 70–74 discriminatory treatment against immigrants in, 70–76 French-speaking executives in, 72 immigration situation in, 61–70 racial prejudice in, 73–74 society, 60 trade unions, 237 tribal behaviours in, 74–75 Race for Opportunity, Employers’ Forum, 295 Racial Discrimination Act, 267, 271 relational embeddedness, 216 religious dietary obligations, 8, 184 Christianity, 189–190 collective living and, 199–200 consumption of blood, 193 contribution to religious identity, 194–195 diversity in, 185–187 exponential tradition of purity, 193–194 fasting, 200–201 work contracts and, 201–202 framework for ritual slaughter, 198–199 globalisation and, 188 halal or kosher meat, 188, 191, 195, 197–198, 200 of Hindu society, 184 marginalisation of individuals and, 204–205 meal allowances and dietary particularities, 203 in a multicultural society, 188–189 Olympic Games and Ramadan, 201 ritualisation of slaughter and consumption of particular animals, 187 ritual obligation in Judaism and Islam, 190–193, 195–197 sacrificing animals, 191 resource theory, 45 self-censorship, 141 self-concept, 23 self-taught director, 90, 92–93 self-taught entrepreneur, 98 Sex Discrimination Act, 271 sexual minority, 115, 119 patterns of discrimination, 116–122 sexual orientation equality, 120 sexual orientation rights, 111 “Silicon Roundabout” initiative, 78 single-category research, 110 skills, 23 Social Corporate Responsibility Observatory (ORSE), 10 social dialogue, 240 social dialogue, definition, 232 social distribution of legal rights, 115 social entrepreneurship, 210 social justice, 2 social responsibility, 233 societal age, 162–163 societal cohorts, 163 SPReW project, 161 structural embeddedness, 216 super diversity, 217 Symons, Gladys, 74–75 Syndicat Canadien de la Fonction Publique (SCFP), 237 talent management practices, 347 teaching objectives, definition of, 21 team performance and diversity, 363 Thomas, Jr., Dr. Roosevelt, 360 time management, 48–49 Title VII of the Civil Rights Act of, 1964, 22 tolerance, 78 traits, 23 transformational leadership style, 50–52 transnational networking, 215 Turkish family businesses, 214 uncertainty avoidance cultural dimension, 60 uncertainty avoidant societies, 71, 74–75, 77 “Uncertainty Avoidant” societies, 4 US constitution, 119 US equality landscape, 121 veiled rationality, 100–101 voluntarism, 322–323 women’s entrepreneurship, 212–214 working capacity, 23–24 work-life balance programs, 348 workplace discrimination, 39 youth entrepreneurship, 222 Book Chapters Prelims Introduction Diversity, Competence, Performance and Creativity Competence and Diversity: What Parallels Between Them? What Interconnections? Conducting a Diversity Policy as a Management Change Agent: A Key Issue to an Organisation’s Performance Can the creative class thrive in an uncertainty avoidant society? A discussion of the Québec case The Stranger’s Gaze* Diversity Categories and Discrimination: Some Critical Reflections When Freedoms Collide: Competing Claims for Religious Rights and Sexual Orientation Equality at Work and Beyond Physical Appearance as Invisible Discrimination Generational Diversity in Organisation: A Meta-Analysis Sacred Food at Work Canteen: For a Better Understanding of Religious Specificities and their Management at the Workplace Socio-Political Issues on Diversity Management and Perspectives Diversity Dimensions of Entrepreneurship: Addressing Multiple Strands of Diversity in Entrepreneurship Research Trade Unions and Social Dialogue: A Challenge for Diversity Management Swings and Roundabouts: Reconsidering Equal Employment Opportunity, Affirmative Action and Diversity Management in Australia from a Historical Perspective Diversity Management as a Career: Professional Identity of Diversity Managers as a Multi-level and Political Construct Consequences of Neo-Liberal Politics on Equality and Diversity at Work in Britain: Is Resistance Futile? Diversifying Diversity: Creating an Integrative Agenda for the Evolution of Diversity as a Science and Practice1 Epilogue: The Promise of Diversity Management: A Perspective Index

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