Organizing to Improve
Can Diversity Management Officers Become Strategic Partners? View Digital Media
Paper Presentation in a Themed Session Ronit Nadiv, Shani Kuna
The organizational role of Diversity Management Officers (DMO) is intricately linked with the human-resource (HR) profession and practices. Nevertheless, the day-to-day activities of DMOs have been sparingly examined from the standpoint of strategic HR partnerships. This study delves into the strategic role of DMOs, drawing on comprehensive scholarly research on strategic HR partnerships. We propose that the limited success of DMOs in advancing diversity may stem from an absence of strategic positioning in their role. In-depth, semi-structured interviews with DMOs and HR practitioners were employed to scrutinize their day-to-day activities and the interactions between their diversity-management and HR roles. The results indicate that DMOs primarily focus on diversity initiatives addressing the personal needs and challenges of socially diverse employees and their managers. Most DMOs function at an administrative level rather than at a more strategic, transformational level. Practical implications: The findings underscore the lack of strategic positioning in the DMO role. To more effectively implement and promote diversity initiatives, diversity managers should enhance their strategic influence. According to the strategic HR framework, four distinct roles can enhance the strategic positioning of DMOs. We advocate for practical enhancements in DMOs’ practices and academic education, along with training for practitioners. This study contributes to the scholarly understanding of DMOs and proposes a strategic framework for implementing organizational diversity.
Creating and Implementing a Sustainable Organizational Culture: The Case of YKK Corporation of America
Paper Presentation in a Themed Session May Hongmei Gao
The Atlanta-based Japanese multinational company YKK Corporation of America was chosen as a case study for its distinct organizational culture. Synthesizing qualitative data from case study, in-depth interviews and participant observation, this paper presents the processes in creating and strategies for implementing the organizational culture at YKK Corporation of America. Data from this research shows that organizational culture can be an effective vehicle for organizations to embracing change and ensure sustainability in environment, business and diversity. The three key steps for an organization to create an effective organizational culture are the formation of organizational philosophy, core values and fundamental behaviors. The strategies for an organization to implement its organizational culture can include storytelling, practicing rituals, and adopting a comprehensive reward/punishment system. Finally, this case study inspires a new metaphor for organizational culture: the “soul” of an organization. This paper provides step-by-step strategies for companies and non-profits to create and implement an effective organizational culture.
Yes, We Comply, but Do We Include?: The Employment Disability Challenge View Digital Media
Paper Presentation in a Themed Session Karla Cuilty, Benjamin Aleman-Castilla
People with disabilities (PWDs) struggle to enter and remain in the labor market due the lack of effectiveness of integration mechanisms described previously but that represent a discrepancy between the expectation and the reality in organizations. This study aims to identify mechanisms that effectively foster a conducive environment for PWDs' employability, focusing on how organizations may implement policies and practices for hiring and retention. Employing a literature review and econometric analysis, including generalized linear models, the research examines the impact of Mexican standards and other factors on PWD inclusion in firms. It explores the discrepancy between businesses' readiness to incorporate PWDs and their actual integration. Findings are grounded in the Social Model of Disability, proposing six hypotheses related to overcoming organizational barriers that result in a conceptual proposal of four key variables that could foster a more successful integration of PWD from recruitment to long-term employment: accessibility standards; assistive technology; compliance with legal frameworks; and the formulation and enforcement of Human Resources policies or programs. The conceptual framework also outlines the importance of considering and managing organizational resilience to prepare the organizations for cases of acquired disability. The study introduces the term 'anapirophobia' to describe nonacceptance of disability. By identifying and addressing 'anapirophobia' it is possible to influence the workplace atmosphere for PWDs' inclusion. The results indicate that despite how companies perceive themselves as prepared for PWD inclusion and compliant with regulations, this does not necessarily result in actual employment or support for PWD development.
