Annoted Bib for Diversity in the Workplace

Bilimoria, D., Joy, S., & Liang, X. (2008). Breaking barriers and creating inclusiveness: Lessons of organizational transformation to advance women faculty in academic science and engineering. Human Resource Management, 47(3), 423-441. doi: 10.1002/hrm.

Summary: In order to increase representation of women and other minorities, corporations must break down barriers to inclusion.

Relationship: Companies have systematic barriers that must be brought down in order to allow the participation and inclusion of women and other minorities that can lead to leadership opportunities.

Direct quote with introductory sentence:

In order to achieve equity, organizations must approach change in a different fashion. “Organizations need to implement wider and deeper change, transforming structures, processes, work practices, and mental models that perpetuate inequity” (Bilimoria, Joy, & Liang, 2008, p. 424).

Paraphrase with introductory sentence:

In order to achieve equity, organizations must approach change in a different fashion. An approach that implements changes to transform its internal structures and practices will be the one that can foster effective diversity (Bilimoria et al., 2008).

Kilian, C. M., Hukai, D., & McCarty, C. E. (2005). Building diversity in the pipeline to corporate leadership. The Journal of Management Development, 24(1), 155-168. Retrieved from https://search.proquest.com/docview/216348900?accountid=11752

Summary: Major barriers of career advancement for women and ethnic minorities now exist primarily in the later stages rather than at recruitment and job entry.  

Relationship: Focus on successful interventions, rather than barriers, allows the success of women and ethnic minorities in corporate leadership positions.

Direct quote with introductory sentence:

Diversity within lower levels in an organization does always translate to diversity in upper management. “Successful intervention methods include holding managers accountable for progress on diversity metrics and training about diversity and associated attitudes and behaviors. Formal networks, mentoring programs, high potential talent identification and development, and work-life supports can also help an organization’s diversity efforts” (Kilian, Hukai, & McCarty, 2005, p. 155).

Paraphrase with introductory sentence:

Diversity within lower levels in an organization does always translate to diversity in upper management. Certain interventions to create diversity, such as managerial accountability, targeted interventions, network groups, and mentorships, have shown to be effective within companies (Kilian et al, 2005).

Graham, M. E., Belliveau, M.A., & Hotchkiss, J.L. (2017). The view at the top or signing at the bottom? Workplace diversity responsibility and women’s representation in management. ILR Review, 70(1), 223-258. doi: 10.1177/0019793916668879

Summary: Company-level hierarchy has a direct effect on workplace gender diversity.

Relationship: Reconsidering the organizational structure of a company has potential to increase gender diversity among management.

Direct quote with introductory sentence:

Companies often find themselves promoting gender equality but have trouble executing because of the hierarchical structure they choose to employee. There is “no association between the presence of an HR executive on the top management team—a structure envisioned in practice as enhancing diversity but which could, instead, operate merely symbolically—and the proportion of women in management. By contrast, the authors show a strong, positive association between a previously unexamined measure of commitment to diversity—the hierarchical rank of the individual certifying the company’s required, confidential federal EEO-1 report—and women’s representation in management” (Graham, Belliveau, & Hotchkiss, 2017, p. 223).

Paraphrase with introductory sentence:

Companies often find themselves promoting gender equality but have trouble executing because of the hierarchical structure they choose to employee. Having HR professionals seated on the TMT does not increase gender diversity in publicly traded companies. However, there is a positive relationship between the hierarchical level of the EEO-1 certifier and the proportion of women in management (Graham et al., 2017).

Llopis, G., (2011). Diversity management is the key to growth: Make it authentic. Forbes. Retrieved from https://www.forbes.com/sites/glennllopis/2011/06/13/diversity-management-is-the-key-to-growth-make-it-authentic/#21b5c5ba66f3