Diversity management and demographic differences-based discrimination: The case of turkish manufacturing industry [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 82 (3):621 - 631 (2008)
In the late 1980s workforce became more diverse in terms of demographic changes, cultural differences and other characteristics of organizational members. This diversity was a reflection of changing global markets. Workforce diversity has both positive and negative effects on organizational performance. Therefore, it is becoming important especially for medium- and large-scale businesses. In order to manage increasingly workforce diversity and to prevent discrimination, diversity management is now considered as a major part of strategic human resource management. The purpose of this study is to establish the dimensions of discrimination that occur due to demographic differences in Turkish manufacturing industry. The findings of the research indicate that demographic characteristics, socio-cultural structure, managerial policy and behaviors, union tendency and regional differences, laws and local community, gender, educational and age differences, and political opinions have influence on discrimination. According to the results, discrimination has been observed mostly in job processes such as promotions and appointments, human resource selection, job/employment examination and interviews, and performance appraisal
|Keywords||diversity diversity management demographic discrimination Turkish manufacturing industry|
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References found in this work BETA
James R. Harris & Charlotte D. Sutton (1995). Unravelling the Ethical Decision-Making Process: Clues From an Empirical Study Comparingfortune 1 000 Executives and MBA Students. [REVIEW] Journal of Business Ethics 14 (10):805 - 817.
Catherine E. Schwoerer, Douglas R. May & Benson Rosen (1995). Organizational Characteristics and HRM Policies on Rights: Exploring the Patterns of Connections. [REVIEW] Journal of Business Ethics 14 (7):531 - 549.
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