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COUNTRY REPORT GERMANY. Halfway to Integration: Observations on Recognition, Participation, and Diversity Management Practices in the Region of Baden
Abstract and Figures
The main aim of the project presented in this research report was an innovative model for
integrating migrants from third countries (non-EU-citizens) in Germany. The first step towards
this development was a revision of the process related to the assessment and validation
of the potentials of these migrants, based on a multi-stakeholder approach. One particular
priority is the recognition of third country nationals’ non-formal and informal competencies.
Second, the (local and regional) organizations’ diversity management practices and
approaches are scrutinized. And, finally and third, the frameworks and conditions for the
voluntary engagement of migrants are taken into consideration, taking the view that this is a
hallmark for their inclusion into the German society. The research led to conclusions that
have one basic and common denominator: Without an improvement of both the validation of
skills and the organizational diversity management practices, the situation will continue to
be rather difficult. The voluntary engagement of migrants showed to be surprisingly high
and active, although it uses different dissemination channels than some of the traditional
initiatives. Organizations should include strategic diversity management measures; public
institutions have to innovate the validation and supporting processes. A suggestion for a
revised validation process is included.
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... 7. Organizational intercultural diversity competence is embedded in the organizational culture in the best case scenario, so that it belongs to its basic assumptions, not necessarily requiring a high level of formalization. Müller et al. (2017) collected a number of case histories in diversity management practices, one of which is a good example of this: the Badische Staatstheater Karlsruhe. It is a small organization of 146 people from 40 different countries. ...
This chapter discusses diversity management as an instrument for internationalisation of higher education applying up-to-date perspectives on culture.
Die Integration von Zugewanderten findet in der Praxis im sozialen Umfeld der Immig-rant*innen statt. Dazu gehören neben Arbeits- oder Bildungsstätten, der direkten Nachbarschaft und dem Freundeskreis auch Freizeitorganisationen. Die Möglichkeiten, die Sportvereine entfalten, stehen und fallen jedoch mit dem Einsatz der freiwillig Engagierten und auch mit ihrer Anzahl.
Engagementbiografien von Migrant*innen waren in der Vergangenheit nicht in einem nennenswerten Umfang Gegenstand wissenschaftlicher Betrachtung. Diese Lücke versuchen wir zu schließen, indem wir Motive und Faktoren für die Übernahme einer Funktionsträgerschaft durch Migrant*innen im organisierten Sport untersuchen. Zu diesem Zweck fanden im Zeitraum Juni bis August 2019 neun Interviews mit in Sportvereinen engagierten Migrant*innen in Thüringen statt. Bei den Proband*innen bestand die Voraussetzung, dass sie einen Migrationshintergrund haben und eine (beliebige) Funktionsträgerschaft in einem Sportverein ausüben. Auch wenn das Sample keine repräsentativen Kriterien erfüllen musste, wurde darauf geachtet, dass es eine Varianz hinsichtlich Geschlecht, Aufenthaltsdauer, Sportart, Art des Sportvereins sowie Wohnort gab. Die Gespräche waren als erzählgenerierende Interviews mit möglichst ge-ringer Intervention der Interviewer*innen angelegt, bei denen die Teilnehmer*innen in weitestgehend freier Rede ihren Weg in das Engagement schildern konnten. Die Äußerungen ließen sich mit den aus der Sekundärliteratur fundierten Motivationsfaktoren und migrantenspezifischen sozio-demografischen Faktoren abgleichen und qualitativ bewerten. Dieses Vorgehen versprach, spezifische Elemente zu identifizieren, die für die Übernahme einer Funktionsträgerschaft im Sportverein maßgeblich sind.
Purpose — Identification of dominant approaches and applied practices in the field of diversity and diversity management (DM) in Polish companies in the context of trends on labor market. Although there is not much diversity in Poland now, it is expected that there will be more age related and ethnic diversity in future. Methodology — Semi-structured interviews with HR specialist in 50 innovative companies (medium and large companies) were conducted. A synthesis of the current achievements of Polish research in this area was also carried out. Findings — The concept of DM is not popular yet in Polish organizations. There are mostly observed declarative activities concentrating on image-related benefits and focusing on the equal employment opportunity. Findings are consistent with the results of other authors. Research Limitation — The study was limited by research methodology which presented one-sided, HR managers, view of the problem. Further studies examining other perspectives are required. Practical Implications — Observed trends on labor market require changes in attitudes toward diversity on organizations. A major challenge is to overcome the traditional approach. Potential benefits and threats ought to be documented, legal regulations adjusted to changes on labor market developed. The regulations ought to take the growing number of immigrants and problems associated with retirement age being lowered into consideration. Further studies are required. Originality/Value — The assessment of the state of DM implementation in Polish organizations in the context of labor market changes and associated challenges constitutes an original character of the present study.
Andreas Müller: The editors of this volume are sitting here with Alexandra Kalev and Vincent Roscigno. Both professors of sociology, Alexandra works at the Tel Aviv University and Vincent works at the Ohio State University. There are some parallels in your respective work. Both of you have been doing empirical research exploring questions of inequality and diversity. What if we begin by asking you to draw the distinction between inequality and diversity?
Alexandra Kalev: It’s a really interesting question. It depends on how you define equality. If inequality is the inequality of means, reducing it doesn’t have to lead to diversity.
Vincent Roscigno: I would agree and also flip around the equation and start with diversity. I don’t think diversity necessarily implies inequality, but it tends to result in inequality in contemporary organizations from what we can tell. This is not an inevitable scenario. It really depends on what happens in an organization.
In recent years, diversity of employees has become a major topic both of academic and of political discussions. “Diversity refers to any mixture of items characterized by differences and similarities” (Thomas 1996, p. 5). It is a quite comprehensive definition, which allows for multiple forms of diversity and is thus less prone to stereotypes and prejudice. Typical characteristics used to identify differences and similarities are gender, age, nationality, social or other forms of ethnographical background. Since societal and political discussion about these topics shape the business environment of companies, information about the current diversity of a company and its development is important, both for the company itself and for its perception by customers, employees and other stakeholders.
Andreas Müller: Today we are talking with Professor Renate Ortlieb. She holds a chair of Human Resource Management at the University of Graz in Austria. Renate, what do you think about the perspectives on diversity that we tried to draw from our conference?
Renate Ortlieb: Actually, I was impressed by the culturalistic frame that was given to the conference from the perspective that you showed in your introductory talk in the morning of the first day. Because I thought that this perspective clearly differs from what you usually get at diversity conferences in the Germanspeaking region. I found it a truly inspiring insight.
- Cf
Cf. Beauftragte der Bundesregierung für Integration (2007: 20).