Literature Review on Gays and Lesbians in the Workplace
Literature Review on Gays and Lesbians in the Workplace
By T. Kings
Introduction
Diversity has been an evolving concept. The term is both specific, focused on an individual, and contextual, defined through societal constructs (Moore, 1999). Many current writers define diversity as any significant difference that distinguishes one individual from another, a description that encompasses a broad range of overt and hidden qualities. Generally, researchers organize diversity characteristics into four areas: personality (e.g., traits, skills and abilities), internal (e.g., gender, race, ethnicity, I.Q., sexual orientation), external (e.g., culture, nationality, religion, marital or parental status), and organizational (e.g., position, department, union/non-union) (Digh, 1998a; How, 2007; Johnson, 2003; Simmons-Welburn, 1999).
The trend in defining diversity “seems to favor a broad definition, one that goes beyond the visible differences” that, for many people, are too closely linked to affirmative action (How, 2007; Jones, 1999). One of the first researchers to use this inclusive definition, R. Roosevelt Thomas, Jr., was pivotal in moving diversity thinking beyond narrow EEO/Affirmative Action categories. In his landmark work, Beyond Race and Gender, he argued that to manage diversity successfully, organizations must recognize that race and gender are only two of many diversity factors. Managers and leaders must expand their perspective on diversity to include a variety of other dimensions (Thomas, 1992, p. 15).
Workplace diversity management, in his model, is also inclusive, defined as a “comprehensive managerial process for developing an environment that works for all employees.” (1992, p. 10). There is political value in this inclusiveness since it does not overtly threaten existing management structures which are still predominantly populated by white males. This general definition also enables all staff to feel included rather than excluded, permitting them
By T. Kings
Introduction
Diversity has been an evolving concept. The term is both specific, focused on an individual, and contextual, defined through societal constructs (Moore, 1999). Many current writers define diversity as any significant difference that distinguishes one individual from another, a description that encompasses a broad range of overt and hidden qualities. Generally, researchers organize diversity characteristics into four areas: personality (e.g., traits, skills and abilities), internal (e.g., gender, race, ethnicity, I.Q., sexual orientation), external (e.g., culture, nationality, religion, marital or parental status), and organizational (e.g., position, department, union/non-union) (Digh, 1998a; How, 2007; Johnson, 2003; Simmons-Welburn, 1999).
The trend in defining diversity “seems to favor a broad definition, one that goes beyond the visible differences” that, for many people, are too closely linked to affirmative action (How, 2007; Jones, 1999). One of the first researchers to use this inclusive definition, R. Roosevelt Thomas, Jr., was pivotal in moving diversity thinking beyond narrow EEO/Affirmative Action categories. In his landmark work, Beyond Race and Gender, he argued that to manage diversity successfully, organizations must recognize that race and gender are only two of many diversity factors. Managers and leaders must expand their perspective on diversity to include a variety of other dimensions (Thomas, 1992, p. 15).
Workplace diversity management, in his model, is also inclusive, defined as a “comprehensive managerial process for developing an environment that works for all employees.” (1992, p. 10). There is political value in this inclusiveness since it does not overtly threaten existing management structures which are still predominantly populated by white males. This general definition also enables all staff to feel included rather than excluded, permitting them
References: Bassett-Jones, N. (2005). The paradox of diversity management, creativity and innovation. Creativity and Innovation Management, 14, 169-175. Carr-Ruffino, N. (1996). Managing diversity: People skills for a multicultural workplace. Digh, P. (1998a). Coming to terms with diversity. HR Magazine, 43(12), 117, 3 pp. Retrieved February 13, 2007, from http://www.shrm.org/hrmagazine/articles/1198digh.asp Digh, P How should my organization define diversity? (2007). Retrieved February 13, 2007, from http://www.shrm.org/diversity/library_published/nonIC/CMS_011970.asp#TopOfPage Johnson, J.P., III Jones, D. (1999). The definition of diversity: Two views. A more inclusive definition. Kossek, E. E. & Lobel, S. A. (Eds.). (1996). Managing diversity: Human resources strategies for transforming the workplace. Cambridge, MA: Blackwell. Lucas, J. H., Kaplan, M. G. (1994). Unlocking the corporate closet. Training & Development. 48, (1), 34-39. McMahon, A.M. (2006). Responses to diversity: Approaches and initiatives. Retrieved February 13, 2007, from http://www.shrm.org/hrresources/whitepapers_published/CMS_017028.asp Moore, S Mor Borak, M. (2005). Managing diversity: Toward a globally inclusive workplace. Thousand Oaks, CA: Sage Publications. Porter, J.C. (1995). Facilitating cultural diversity. Journal of Management in Engineering, 11, 39-43. Schein, E.H. (1996). Three cultures of management: The key to organizational learning. Simmons-Welburn J. (1999). Diversity dialogue groups: A model for enhancing work-place diversity. Journal of Library Administration, 27, 111-121. Thomas, R.R., Jr. (2006). Diversity management: An essential craft for leaders. Leader to Leader, 41, 1-5. Retrieved February 21, 2007, from http://www.leadertoleader.org/knowledgecenter/L2L/summer2006/thomas.html U.S. Government Accountability Office. (2005). Diversity management: Expert identified leading practices and agency examples. GAO-05-90. Washington, D.C.: G.A.O Welburn, W.C. (1999). Multicultural curriculum in higher education. Journal of Library Administration, 27, 157-169. Zane, N.C. (2002). The glass ceiling is the floor my boss walks on: Leadership challenges in managing diversity. The Journal of Applied Behavioral Science, 38, 334-354.