The Overlooked Variable in Managing Human Resources of Iranian Organisations: Workforce Diversity – Some Evidence

Soltani, Ebrahim (2010) The Overlooked Variable in Managing Human Resources of Iranian Organisations: Workforce Diversity – Some Evidence. International Journal of Human Resource Management, 21 (1). pp. 84-108. ISSN 0958-5192. (The full text of this publication is not available from this repository)

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Official URL
http://dx.doi.org/10.1080/09585190903466871

Abstract

The primary aim of this paper is to examine the nature and extent of equality of opportunities and diversity policies in employment in the novel context of the Middle East - with a particular focus on Iran. HRM and diversity management specialists argue that equal opportunity practices help organizations capitalize on the benefits of a diverse workforce in terms of reducing turnover and absenteeism, attracting the best workers, increasing sales and marketing efforts, enhancing creativity and innovation, and improving decision making. While such benefits might be true in the context of developed countries, we are critical of their existence in the context of less developed nations. The findings, based on a qualitative study of six cases across two industries, indicate that, in contrast to existing theories, economic evaluations such as cost-minimization of the diverse work groups are the major driving forces behind adopting equal opportunity and diversity practices in employment. Specifically, mutuality of matching the needs of the worker with the needs of the manager is seen to be a major factor influencing the workers' impression towards equality of opportunities and diversity policies.

Item Type: Article
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculties > Social Sciences > Kent Business School > Management Science
Depositing User: J. Ziya
Date Deposited: 23 Sep 2010 15:27
Last Modified: 15 Apr 2014 09:35
Resource URI: http://kar.kent.ac.uk/id/eprint/25526 (The current URI for this page, for reference purposes)
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