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Article
Publication date: 27 July 2012

Stijn Verbeek and Sandra Groeneveld

This study aims to examine the effectiveness of three types of diversity policies in improving the numerical representation of ethnic minorities in organizations: the assignment…

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Abstract

Purpose

This study aims to examine the effectiveness of three types of diversity policies in improving the numerical representation of ethnic minorities in organizations: the assignment of responsibility for the policy within the organization, tiebreak preferential treatment, i.e. selecting the ethnic minority candidate if the best applicants are equally qualified, and the formulation of target figures.

Design/methodology/approach

The dataset consists of 8,283 official reports of Dutch work organizations filed in 2001 and 2002 to comply with the Act Stimulation Labor Participation Minorities (Wet SAMEN). The research is embedded in the broader literature on the underlying motivations for diversity policies and on their potential “symbolic” character.

Findings

The analysis suggests that the three diversity policies and ethnic minority representation are correlated. However, the policies do not impact ethnic minority participation rates in the short run.

Research limitations/implications

Future research should also include long‐term effects, actual implementation processes, and the effectiveness of these three policies in combination with other policies and in specific contexts.

Practical implications

Policymakers and strategic HRM practitioners should adopt a long time frame in trying to increase ethnic minority representation. In line with previous research, the study evaluates assigning responsibility within organizations most positively.

Originality/value

These “hard” policies are central to the debate on equal opportunities, employment equity, and ethnic diversity, but few large N effectiveness studies are available.

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Article
Publication date: 20 June 2018

Hamdan Mohammed Al-Sabri, Majed Al-Mashari and Azeddine Chikh

The purpose of this paper is to consider the question of what is an appropriate enterprise resource planning (ERP) reference model for specifying areas of change in the context of…

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Abstract

Purpose

The purpose of this paper is to consider the question of what is an appropriate enterprise resource planning (ERP) reference model for specifying areas of change in the context of IT-driven ERP implementation and through the model matching. There are other implicit goals to increasing the awareness of the reference models, as this highlights the principles embedded in ERP systems and explains the classification of reference models, which is useful in terms of the reuse of knowledge.

Design/methodology/approach

In this paper, a comparison between ERP reference models is conducted using a suitable decision-making technique and the final results are discussed. The comparison depends on nine criteria related to conceptual ERP reference models: scope, abstraction, granularity, views, purpose, simplicity, availability, ease of use for model matching, and target audience.

Findings

This study concludes that the business process reference model is best for specifying areas of change in the context of IT-driven ERP implementations. The final ranking of the alternatives based on all criteria places the system organizational model second, followed by the function and data/object reference models, in that order.

Originality/value

This paper is one of very few studies on the selection of appropriate ERP reference models according to the ERP implementation approach and model matching factors. This research also provides an in-depth analysis of various ERP reference model types.

Details

Business Process Management Journal, vol. 24 no. 4
Type: Research Article
ISSN: 1463-7154

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