Workplace diversity management in Australia

A classification of human resource management bundles for the inclusion of vulnerable workers

BACKGROUND

Despite the societal importance to improve understanding of the role of employers in the inclusion of workers with a distance to the labor market, scant knowledge is available on the effectiveness of human resource management (HRM) bundles for the inclusion of vulnerable workers.

OBJECTIVE

This paper studies which HRM bundles are applied by employers that hired people with a distance to the labor market, and to what extent these different bundles of HRM practices are related to employment of workers with specific vulnerabilities, such as people with disabilities or people with a migration background.

METHODS

A latent class analysis of 1,665 inclusive employers was used to identify HRM bundles based on seven HRM practices: financial support practices, specialized recruitment, promotion and career opportunities, training opportunities, part-time work, job crafting, and adaptations to the workplace.

RESULTS

Six bundles were identified: a recruitment and development bundle (34.4% of employers), a development bundle (24.8%), maintenance-focused practices (16.5%), a recruitment bundle (9.4%), a sustainable employment bundle (8.9%), and passive HRM (6.0%). Post-hoc analyses showed the probability of hiring specific vulnerable groups for each bundle (e.g., sustainable employment bundles showed the highest overall probability to hire people with a physical disability).

CONCLUSION

Nuancing what is suggested in strategic HRM literature, we conclude that both extensive HRM and focused HRM bundles can be successful for the employment of vulnerable workers. In conclusion, there is no one-size-fits-all approach to inclusive employment and employers, large or small, can tailor their HRM systems to include vulnerable workers.

The Efficacy of Disability Employment Service (DES) Providers Working with Autistic Clients

The efficacy of the Australian Disability Employment Services (DES) for autistic jobseekers has not been examined and is currently undergoing Government reform. To help inform the new DES strategy, we sought the views of: 24 autistic individuals; seven family members of autistic individuals, and; 46 DES employees. Data were collected using surveys and interviews. Data were analysed using Mann Whitney tests plus deductive thematic analysis based on Nicholas and colleagues' ecosystems model. Participants highlighted a need to adapt existing policies to enhance flexibility of the DES model. There was participant consensus that DES staff require specific education and training to meet the needs of autistic people. Suggestions to inform the new model of DES for autistic people are made.

Beyond the three monkeys of workforce diversity: Who hears, sees, and speaks up?

The purpose of this study was to explain differences between employees who feel a sense of belonging and those who feel a sense of otherness in terms of their opinions about diversity works in their organizations. We conducted an empirical study to examine the perceptual differences between two independent groups of the study “who feel a sense of belonging” and “who feel a sense of otherness.” We collected data from 792 employees working for organizations in different sizes, industries, and capital structures, which enriched the representativeness of the sample. The findings show that out-group members remain less satisfied with diversity works in their organizations based on four main issues such as “competence of diversity actors,” “embeddedness of diversity works in organizational policies/practices,” “diversity awareness in the HRM functions,” and “diversity-related employee satisfaction.” This paper makes two contributions. First, it contributes to the extant literature an understanding of the differences between those who remain indifferent to diversity works and those who care to see, speak, and hear about them. Second, with a few exceptions, extant studies on diversity works have been dominated by Western-centered research. Research is needed on countries with different macro-contextual conditions, such as different legal regulations, socio-political status, and history. For this study, survey data were collected from people who work in Turkey, a country which has limited legal measures and underdeveloped discourses for equality, diversity, and inclusion. The paper provides significant insights into leading diversity works in national settings with less developed supportive mechanisms for diversity.

Is Human Capital Ready for Change? A Strategic Approach Adapting Porter’s Five Forces to Human Resources

This article argues for adapting Porter’s Five Forces Model to strategic human resources management. The world business environment is facing real challenges: Shortage of talents, ageing of the world population, and disappearance of repetitive jobs. For a sustainable approach, the quality and stability of human capital should be analyzed strategically, based on the influence of five forces which act in the market: Competition in the industrial sector between specialists with core competencies (rivalry), demands of the hiring companies in terms of the number of employees and updated skills (organizations as buyers), recruitment companies and schools (suppliers), effects of globalization on people’s migration (new entrants), and modern technologies and innovation (substitutes). The stronger the forces are, the harder it will be for the organization to select or retain valuable employees who will add value to products/services. Actual and future employees should analyze the intensity of these forces when they plan to prepare for jobs or change their career. This analysis was focused mainly on the manufacturing sector, where jobs based on repetitive or dangerous tasks may disappear in time.

Organizational inclusion and academics’ psychological contract

Purpose

The purpose of this paper is to focus on three Egyptian public business schools in an attempt to explore the impact of organizational inclusion on the psychological contract with academics through the mediating the role of responsible leadership.

Design/methodology/approach

A total of 330 academics were contacted and given a set of questionnaires. After three follow-ups, a total of 240 responses were collected with a response rate of 72.73 percent. Multiple regressions were employed to indicate the level of variation in the types of psychological contract can be explained by organizational inclusion and responsible leadership.

Findings

The findings highlighted a positive impact for organizational inclusion on the psychological contract with academics through mediating responsible leadership or, in other words, the statistical analysis showed that responsible leadership has a role in mediating the relationship between the organizational inclusion of academics and their psychological contract type.

Originality/value

This paper contributes by filling a gap in HR management and higher education literature in which empirical studies on the relationship between organizational inclusion, responsible leadership and the psychological contract with academics have been limited until now. This may create better research opportunities for cross-disciplinary papers by scholars of HR, higher education and leadership.

Diversity within management levels and organizational performance: employees’ perspective

Purpose

The purpose of this paper is to investigate the relationship between employees’ perceptions of diversity within management levels (i.e. senior management, middle management and lower management levels) and perceived organizational performance. The study also examines differences in perceptions of diversity within different levels of management across nature and ownership forms of organizations.

Design/methodology/approach

Primary data were gathered from a sample of 400 employees from 162 organizations of diverse industries operating in India. Statistical techniques like analysis of variance and stepwise multiple regressions were used to analyze the data.

Findings

Employee perceptions of diversity at the senior, middle and lower management levels of organizations are weakly, most significantly and positively, and negatively related to perceived organizational performance. It has also been found that the perceptions of diversity within different levels of management differ across nature and ownership forms of the organization.

Research limitations/implications

The study relies on self-reported questionnaires as the method of data collection, which can lead to common-method bias. Hence, further studies can collect data by using multiple sources. In addition, future researchers can employ both subjective and objective measures to fetch results that are more valid.

Practical implications

To harvest the benefits of diversity, organization should foster positive perceptions among employees toward diversity.

Originality/value

The study gives new insight into why employees’ perceptions are significant in considering the possible outcomes of diversity.

Indigenous player inclusion in the Australian Football League

Purpose

The purpose of this paper is to audit the efforts made around the support of indigenous players within the Australian Football League (AFL).

Design/methodology/approach

Content analysis of the publicly available information on websites of organizations associated with the AFL was undertaken to identify the extent of programs and policies around indigenous representation, inclusion, and development.

Findings

The AFL, as an organization, has a high percentage of indigenous players (employees) in comparison to the wider Australian workforce representation. Largely, indigenous representation within the AFL is merit based, prioritized on an individual’s ability to play football at an elite level. The website audit identified a number of inconsistencies in the public personas portrayed by the AFL and organizations aligned to it such as the AFL Players Association and clubs. The findings raise a number of questions for future research.

Research limitations/implications

The main limitation is that the website audit represents a very small insight into the current situation and does not provide a depth of analysis into the circumstances around indigenous inclusion within the AFL. The audit also is very focused on one sporting organization which may or may not be representative of the sport industry.

Originality/value

The research introduces a number of questions for future discovery.