Managing Equality and Diversity

Citation

Watson, A. (2002), "Managing Equality and Diversity", Employee Relations, Vol. 24 No. 2, pp. 235-237. https://doi.org/10.1108/er.2002.24.2.235.3

This text is a welcome addition to the literature on equality and diversity in the twenty‐first century. Many texts have been written about women and inequality in the labour market, but texts that include other social groups who are disadvantaged in the labour market are not so common. The book provides a comprehensive overview and conceptual analysis of theoretical frameworks that inform the debates relating to equal opportunities and diversity, and also include policy and practice perspectives. The authors attempt to address the issues of equality and diversity within the framework of recognising the significance of various different theoretical perspectives.

Many business texts, especially on diversity, adopt a managerial approach, examining organisational and business reasons uncritically. This text provides a critical analysis evaluating a review of equal opportunities and assessing to what extent diversity is a development that represents something different. It selects as its focus five social groups who are main victims of labour market disadvantage: women, ethnic minorities, people with disabilities, older workers and those in the gay community.

The book is divided into two sections. Part One focuses on contexts and concepts, while Part Two addresses policy and practice. Chapters 1 and 2 provide an interesting introduction, by mapping out the equality and diversity territory and touch briefly on the differences between the USA and UK contexts. They also introduce students to the concepts of the social construction of inequalities and identity. To accompany these topics the authors effectively review current trends and patterns in the labour market, the impact of wider social and economic changes and how labour market opportunities are constrained by social group membership in different ways.

Chapter 3 explores the different theoretical and conceptual explanations to explain labour market inequality. These include occupational segregation, pay differentials and segmentation, and neo‐classical economic approaches. The latter focuses briefly on Becker’s human capital theory and Hakim’s controversial explanation of occupational segregation. The weaknesses of economic and market theories are then explored to include further explanations relating to social identity, ascribed and achieved identities. Sociological theories, especially the concept of patriarchy and feminist theories, are introduced at an introductory level. At this point, I felt that for business students who may not have been introduced to these concepts and theories in previous classes, it would have been helpful to have further developed this section, especially in the case of feminist theory.

Chapter 4 moves into an examination of diversity, equality and discrimination at the level of the organisation and attempts to explore organisational culture from the perspective of diverse social groups. They attempt to deal with each of these groups in turn, perhaps rather simplistically identifying role models, norms, values, myths, stereotypes and others. Overall this section raises several important issues for consideration in Part 2.

Chapter 5 provides an introduction to the different theories and concepts that help to explain the equal opportunities and diversity approaches. The confusion linked to the conceptualisation of equal opportunities is raised. Jewson and Mason’s liberal and radical approaches model are explored. The diversity model is also initially examined. However, despite the authors identifying that “no clear and undisputed conceptualisation of EO or MD exists” I felt that more input on the different theoretical perspectives relating to diversity models could have been introduced at this stage

Chapter 6 critically reviews the anti‐discrimination and equality legislation in Britain and current themes arising are identified, especially in relation to race discrimination. Chapter 7 then moves into exploring the often neglected role (in management texts) of trade unions in the promotion of equality and diversity.

Chapters 8 and 9 then evaluate organisational policy and practice in relation to equality and diversity. The role of the line manager is especially singled out as an important player in determining effectiveness. Different models of human resource management are examined and critically evaluated to examine to what extent equality and diversity fit within their frameworks. This discussion is frequently omitted in HRM debates and not mentioned at all in some key texts. Therefore this chapter is particularly welcome in the context of exploring the reality behind the “rhetoric of HRM”, and the individualistic and business case assumptions to equality and diversity that underpin the concept.

Chapter 10 provides an interesting comparison of equality and diversity issues within the European context and touches on some particularly topical issues relating to citizenship and immigration. Chapter 11 provides a useful summary section of all the previous chapters, exploring the extent to which the “diversity” paradigm is different from the “equality” paradigm. It also addresses ways of moving forward.

The authors state “The primary aim of the book was to fill a gap identified within the broad field of equality and diversity … and the desire to stimulate debate and critique of theory, policy and practice in the area of equality and diversity”. I agree that the book does “fill a gap” and certainly it will prove to be a very useful addition for classes in managing equality and diversity. It raises awareness and certainly stimulates debate. It is well written, easy to follow and the layout of activity sections, use of key learning points and review and discussion questions all provide interesting reflections and consolidation of learning for students.

The authors are successful in adopting a critical perspective and of looking at all the issues that are significant for managing diversity and equality in the workplace in an integrated fashion. They cover a wide range of issues and provide a comprehensive introductory approach for students. In addition, they recognise that all topics cannot be fully discussed and further analysis and critical evaluation are required. To assist this, the further reading at the end of each chapter is most helpful.

Overall this book is a welcome addition to the literature for management and HRM students who seek to gain an understanding of a set of important issues that are frequently neglected in mainstream HRM literature, and specifically for those students who are studying equality and diversity in an organisational context.