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Origem e Evolução dos Programas de Gestão da Diversidade: um Estudo em Filiais Brasileiras de Multinacionais
Abstract
Na última década, observou-se uma gradativa incorporação da Gestão da Diversidade ao discurso das empresas no Brasil, porém iniciativas de GD ainda são adotadas de forma pouco sistemática. A própria academia tem limitado sua contribuição ao enfatizar análises unidimensionais da gestão da diversidade e ao priorizar estudos centrados no empregado, que ignoram paradigmas e estratégias da GD. O objetivo deste estudo qualitativo, de caráter exploratório, é oferecer uma perspectiva histórico-evolutiva da GD em cinco filiais brasileiras de empresas multinacionais, a partir dos relatos de gestoras de DI. Utilizamos o método da entrevista etnográfica (SPRADLEY, 1979) e apoiamo-nos no modelo proposto por Dass e Parker (1999) para investigar pressões na origem destes programas, orientações paradigmáticas e respostas estratégicas desenvolvidas pela organização. O estudo revelou que 1) ocorre nas filiais um embate entre forças favoráveis e contrárias à implementação da GD; 2) as filiais oscilam entre uma estratégia defensiva e acomodativa, em função do contexto econômico e do peso dos pilares de diversidade nos resultados da empresa; 3) há uma hierarquização destes pilares, influenciando a abordagem de implementação; e 4) dinâmicas evolutivas de construção, consolidação ou enfraquecimento da GD podem ser evidenciadas por mudanças na estrutura de DI na filial.
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O ProUni foi instituído com o propósito de possibilitar o acesso de jovens de baixa renda ao convívio acadêmico e à formação universitária. O objetivo deste artigo é compreender a experiência de inclusão e exclusão de alunos prounistas, a partir de diferentes atores sociais que interagem na vida acadêmica desses alunos. Realizou-se uma pesquisa qualitativa com dezoito alunos prounistas e não prounistas e quatro professores do curso de Direito de uma universidade da cidade de São Paulo. As entrevistas foram analisadas mediante técnica de categorização temática. A condição de prounista foi percebida como uma identidade de valor negativo, escamoteada por vários alunos. Além disso, as dissimilaridades percebidas acentuam as barreiras entre os grupos. Enquanto o impedimento de acesso a algumas pessoas, grupos e informações são formas de exclusão, inexistem estratégias de inclusão, quer institucionais, de professores ou de outros alunos, cabendo ao próprio prounista a busca da autoinclusão.
Purpose:
To analyze Web Based Recruitment for people with disabilities.
Originality/gap/relevance/implications:
Few studies in the world have looked at the usability and accessibility of job recruitment websites for people with disabilities: none of which reviewed Web ads. In Brazil, no e-Recruitment for people with disabilities was found.
Key methodological aspects:
This is a descriptive and qualitative study. The author sought to analyze ads available on websites exclusively aimed at the recruitment of persons with disabilities. The categories of analysis were: the content of the ads, and their accessibility and usability of them. The analysis was done by means of automatic validation testing of the accessibility using a tool (Hera).
Summary of key results:
All the sites have errors that hinder the accessibility and usability of the page. The large number of registered CVs and job vacancies available on the websites indicate that online recruitment is reaching the goal of attracting candidates and companies. Regarding the content, there are particular issues related to this specific audience, besides the ones regarding each and every job, such as the availability of accessibility in the company, devices allowed by the contractor, using filters for the candidate's disability and special needs required by the company.
Key considerations/conclusions:
Companies which specialize in this type of recruitment need to be familiar with the Web experiences of people with various types of disabilities seeking employment. Although the ads put forth various forms of information relating to the jobs, there is clear evidence that they are not prepared to receive disabled workers. Also, they need better guidance with respect to the elimination of discriminatory practices.
Despite the extremely diversified cultural context in which Brazilian enterprises operate, the issue of cultural diversity is new in their agenda. The emergence of this theme is much more related to the need to create competitive advantages by developing diversified competencies, usually following policies which are established by the headquarters of local subsidiaries, instead of attending to legal procedures, as in the USA and Canada. Departing from a conceptual elaboration about cultural diversity and its management, this article presents the results achieved in a research among leading Brazilian firms. The points that emerge as a conclusion can be generalized for other countries.
RESUMO Este artigo trata da gestão da diversidade nas organizações, analisando-a criticamente como parte integrante da ideologia tecnocrática, que procura deslocar o tratamento das desigualdades sociais do âmbito político para a administração de recursos humanos das empresas. A partir da análise da literatura estrangeira e nacional sobre o tema, infere-se que a gestão da diversidade surgiu como resposta dos administradores norte-americanos às políticas de ação afirmativa das décadas de 1960 e 1970. Essa literatura defende que a gestão da diversidade é mais efetiva para o enfrentamento das desigualdades sociais por usar critérios de meritocracia e possibilitar atingir benefícios econômicos para os indivíduos e as empresas. A transposição dessas práticas para o contexto brasileiro, porém, encontra um elemento complicador em sua adoção quando se considera a ideologia da democracia racial brasileira, que mascara o preconceito e entra em tensão com a ideologia da gestão da diversidade. ABSTRACT This paper critically analyses diversity management in organizations as an inherent part of technocratic ideology, which aims to displace the treatment of social inequality from the political instance to the human resources management of companies. From the analysis of the international and national literature on the subject it is discovered that diversity management has emerged as a response of North American managers to the affirmative action policies of the 1960´s and 1970´s. This literature advocates that diversity management is more effective to deal with social inequalities because it is based on meritocracy and makes achievable to reach economic benefits both to individuals and companies. The transplantation of these practices into the Brazilian context, on the other hand, bumps into a complication in terms of their adoption face to the myth of the Brazilian racial democracy, which masks prejudice and gets in tension with the ideology of diversity management.
Employers have experimented with three broad approaches to promoting diversity. Some programs are designed to establish organizational responsibility for diversity, others to moderate managerial bias through training and feedback, and still others to reduce the social isolation of women and minority workers. These approaches find support in academic theories of how organizations achieve goals, how stereotyping shapes hiring and promotion, and how networks influence careers. This is the first systematic analysis of their efficacy. The analyses rely on federal data describing the workforces of 708 private sector establishments from 1971 to 2002, coupled with survey data on their employment practices. Efforts to moderate managerial bias through diversity training and diversity evaluations are least effective at increasing the share of white women, black women, and black men in management. Efforts to attack social isolation through mentoring and networking show modest effects. Efforts to establish responsibility for diversity lead to the broadest increases in managerial diversity. Moreover, organizations that establish responsibility see better effects from diversity training and evaluations, networking, and mentoring. Employers subject to federal affirmative action edicts, who typically assign responsibility for compliance to a manager, also see stronger effects from some programs. This work lays the foundation for an institutional theory of the remediation of workplace inequality., and four anonymous reviewers for suggestions; and Randi Ellingboe for technical and editorial assistance.
Este artigo trata da formação de grupo de suporte no marco das políticas de diversidade empresarial. São escassas as pesquisas que abordem essa prática de gestão da diversidade. Visando a contribuir para o preenchimento dessa lacuna, o trabalho analisa um Comitê de Mulheres, a fim de compreender de que forma ele é influenciado pela política de diversidade formatada pela direção da organização e a influencia. Foi realizado um estudo de caso etnográfico em uma corporação transnacional cuja sede no Brasil está localizada em São Paulo. Os resultados apontam para um paradoxo. Por um lado, o Comitê analisado representa um processo de emancipação, sinalizando para práticas gerenciais mais inclusivas e participativas. Por outro, notou-se a presença de mecanismos de controle, uma vez que há um esforço da direção da empresa em disciplinar o seu funcionamento.
The objective in this article was to analyze to what extent organizations are able to effectively implement diversity stimulating policies in the organizational environment. A case of a multinational company has been studied, which adopted, in the 1990’s, a worldwide diversity and inclusion stimulating policy. Based on a qualitative methodology, official documents were analyzed and employees representing minorities and non-minorities were interviewed, and that material was later handled by means of discourse analysis. Results show contradictions between the company speeches and the employees understanding on the policies it adopts. That is possibly due to ingrained prejudicial processes from the employees themselves, to a certain permissiveness at the managerial level, and to diversity and inclusion stimulating policies focusing more on the market than on society requirements.
Executive Overview
Most writing on the subject suggests there is one best way to manage workforce diversity in organizations. We argue that there is no single best way, but that the organization's approach depends on the degree of pressure for diversity, the type of diversity in question, and managerial attitudes. Strategic responses for managing diversity are presented in a framework of proactive, accommodative, defensive, and reactive modes. These responses are discussed in terms of episodic, freestanding, and systemic implementation practices.
The recent business trends of globalization and increasing ethnic and gender diversity are turning managers' attention to the management of cultural differences. The management literature has suggested that organizations should value diversity to enhance organizational effectiveness. However, the specific link between managing diversity and organizational competitiveness is rarely made explicit and no article has reviewed actual research data supporting such a link. This article reviews arguments and research data on how managing diversity can create a competitive advantage. We address cost, attraction of human resources, marketing success, creativity and innovation, problem-solving quality, and organizational flexibility as six dimensions of business performance directly impacted by the management of cultural diversity. We then offer suggestions for improving organizational capability to manage this diversity.
In HRM, a line can be drawn that distinguishes research on formal organisational programmes (above-the-line research) from research on organisational practices as they are experienced by employees (below-the-line research). Diversity management research has heavily emphasised below-the-line research using methodologies that measure employee perceptions of diversity management activities. This research demonstrates an impact of diversity management on employee reactions and identifies unit-level factors (e.g. leader behaviour) that impact the effectiveness of diversity management activities. However, below-the-line research is not able to answer HR professionals' questions about which diversity management activities should be adopted when, and so a research–practice gap is developing. I explain how both academics and practitioners would benefit from more above-the-line research examining the impact of formal organisational diversity management activities as reported by senior managers or documented in organisational records.
As the diversity of the US workforce continues to increase at a rapid pace, public managers are facing pressure to create
organizational cultures that permit employees from different backgrounds to succeed. A typical managerial response to this
diversity has been the implementation of a formal diversity management program. Although limited empirical research has considered
links between diversity management activity and organizational performance, very little research has examined the factors
that influence the implementation of diversity management practices. This article begins with the premise that organizations
develop diversity management programs as a means of responding to opportunities and challenges in the internal and external
environments. In order to delineate how those environmental phenomena operate, we draw from a specific set of organization
theories to formulate three drivers of diversity management implementation: environmental uncertainty, environmental favorability,
and institutional isomorphism. We test these drivers empirically using data from public schools, finding that elements of
all three forces influence diversity management implementation but in different ways and in varying degrees.
The purpose of this study was to identify and provide information on the factors that assist and barriers that hinder the success of diversity initiatives in multinational corporations. Eight multinational corporations headquartered in the United States were selected for this study. Two methods of data collection were used: semi-structured face-to-face interviews and document analysis. Diversity managers/directors were asked to provide information on the factors assisting in the success of diversity initiatives and the barriers that hinder the success of diversity initiatives. This study revealed that having a strategic plan for diversity initiatives, integrating diversity initiatives into the corporation's strategic plan, recognizing that diversity is a business imperative, having a culture that values diversity and having top management support were the factors most likely to assist in the success of diversity initiatives. The study also disclosed that people not understanding the value of diversity, competing agendas, size and complexity of the corporation and economic changes were the barriers most likely to hinder the success of diversity initiatives in multinational corporations.
There are now more new faces and diversity among the workforce than ever before and this trend is expected to continue into the 21st century. Managers in public and private organizations are searching for and experimenting with various approaches to more effectively deal with increasing workforce diversity. This article briefly reviews the history of diversity management and calls for a new agenda that encourages more collaboration between scholars and administrators, increased researcher on-site observation of workplace reactions to diversity management initiatives, more informative and rigorous case studies, and more third-party evaluations of diversity management initiatives.
Public management research on diversity suffers from a lack of coherence and little theory building. There have been few attempts to establish a comprehensive theoretical framework through which streams of research can unite and better inform public managers - rather, issues of recruitment, management, and the values are pursued as wholly separate areas of inquiry. This paper critically evaluates the current ways in which public management research addresses the diversity issue and proposes a new comprehensive model for research. The model is based in three functions of diversity management: recruitment and outreach, building cultural awareness, and promoting pragmatic management policy. These functions are linked to organizational performance through a series of intermediate steps, and the resulting model for quantitative analysis is specified.
We explore how the context of an organizational workgroup affects the relationship between group diversity and various performance outcomes. In particular, we theorize and empirically examine the moderating effects of three categories of workgroup context variables: cultures (people- and competition-oriented), strategies (stability-, growth- and customer-oriented), and human resource practices (diversity- and training-oriented). We perform analyses on 1528 workgroups from a Fortune 500 information-processing firm. The results showed, for example, that members of groups diverse in functional background were paid higher composite bonuses when their workgroup context emphasized people-oriented cultures and lower levels of bonuses in contexts with a focus on stability-oriented strategies. In addition, members of groups diverse in level of education were awarded higher amounts of bonuses in workgroup environments that emphasized customer- and growth-oriented strategies. However, members of such groups had lower levels of composite bonuses in environments that focused on training- and diversity-oriented human resource practices. We discuss future research directions regarding diversity, workgroup context, and performance outcomes and outline some implications for managers and group leaders. Copyright © 2004 John Wiley & Sons, Ltd.
Obra de carácter metodológico sobre la entrevista etnográfica. En su objetivo de proveer de herramientas que hagan explícitos los conceptos básicos y habilidades necesarias para hacer etnografía, James P. Spradley ha complementado esta obra con un segundo libro titulado Participant Observation.
Affirmative action is based on a set of 30-year-old premises that badly need revising. White males are no longer dominant at every level of the corporation (statistically, they are merely the largest of many minorities), while decades of attack have noticeably weakened racial and gender prejudices. At the intake level, affirmative action quite effectively sets the stage for a workplace that is gender-, culture-, and color-blind. But minorities and women tend to stagnate, plateau, or quit when they fail to move up the corporate ladder, and everyone's dashed hopes lead to corporate frustration and a period of embarrassed silence, usually followed by a crisis-and more recruitment. Some companies have repeated this cycle three or four times. The problem is that our traditional image of assimilating differences-the American melting pot-is no longer valid. It's a seller's market for skills, and the people business has to attract are refusing to be melted down. So companies are faced with the task of managing unassimilated diversity and getting from it the same commitment, quality, and profit they once got from a homogeneous work force. To reach this goal, we need to work not merely toward culture- and color-blindness but also toward an openly multicultural workplace that taps the full potential of every employee without artificial programs, standards, or barriers. The author gives his own ten guidelines for learning to manage diversity by learning to understand and modify your company's culture, vision, assumptions, models, and systems.
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