Margaret Yap, Mark Robert Holmes, Charity‐Ann Hannan and Wendy Cukier
The purpose of this paper is to investigate the association between employees' perceptions of diversity training (DT) existence and effectiveness with organizational commitment…
Abstract
Purpose
The purpose of this paper is to investigate the association between employees' perceptions of diversity training (DT) existence and effectiveness with organizational commitment (OC), and career satisfaction (CS).
Design/methodology/approach
The analyses in this paper utilize survey data collected between 2006 and 2007 from over 11,000 managers, professionals, and executives working in nine large organizations in corporate Canada. The survey included questions about employees' perceptions of their work experiences and outcomes and their organizations' diversity practices. Comparisons of means as well as multivariate regression analyses were undertaken.
Findings
The paper shows that employees who perceived DT to be effective were significantly more committed to their organizations and more satisfied with their careers than employees who perceived DT to be ineffective or non‐existent.
Research limitations/implications
The paper examines the linkages between DT, OS, and CS based on survey responses from managers, professionals, and executives. Findings may therefore not be applicable to entry level employees.
Practical implications
DT, and in particular when viewed by employees to be effective, increases employees' OC and CS, which are associated with loyalty, lower turnover and higher employee engagement.
Originality/value
The paper found that employees' OC and CS are highest when they perceived DT to be effective. Factors associated with OC and CS are explored based on employees' perceptions of the availability and effectiveness of DT.
Details
Keywords
David McGuire and Mammed Bagher
The purpose of this paper is to review the literature on diversity training and examine the effect of power, privilege and politics on diversity in organisations.
Abstract
Purpose
The purpose of this paper is to review the literature on diversity training and examine the effect of power, privilege and politics on diversity in organisations.
Design/methodology/approach
This is a conceptual paper examining the arguments in favour and against diversity training in organisations. It identifies the presence of dominant groups in society leading to the marginalisation and oppression of minority diverse groups. It introduces the papers to the special issue under the three themes of: organisational impacts and outcomes; identify and self‐presentation and resistance to diversity.
Findings
The value of diversity training to promoting inclusivity, equality and fairness in organisations is underlined as is the importance of the human resource development community adopting a more proactive role in addressing the issue of diversity through research and course cirricula.
Originality/value
The paper introduces this special issue in “Diversity training in organisations” by examining the background concepts and providing an overview of the contributions to the issue.