What impact do national cultural values and cultural practices have on the adoption and efficacy of workforce diversity programs, and, ultimately, organisational outcomes? New research explores these relationships, with the findings providing practical ideas for multi-national organisations and those responsible for managing their diversity programs.
This article presents culture as a vehicle of labor market sorting. Providing a case study of hiring in elite professional service firms, the author investigates the often suggested but heretofore empirically unexamined hypothesis that cultural similarities between employers and job candidates matter for employers’ hiring decisions. Drawing from 120 interviews with employers as well as participant observation of a hiring committee, the author argues that hiring is more than just a process of skills sorting; it is also a process of cultural matching between candidates, evaluators, and firms.
Recruitment is a two-way street, but it is easy to lose sight of the fact that applicants make fit assessments about employers in the same way that employers make fit assessments about applicants. Therefore, organizations need to manage their impressions in order to be perceived as welcoming employers of nontraditional applicants. Research has shown that organizations that value diversity are likely to be perceived as particularly attractive to nontraditional applicants. This paper looks at several ways organizations can accomplish this.
This paper reviews theories of race discrimination in the labor market. Taste-based models can generate wage and unemployment duration differentials when combined with either random or directed search even when strong prejudice is not widespread, but no existing model explains the unemployment rate differential. Models of statistical discrimination based on differential observability of productivity across races can explain the pattern and magnitudes of wage differentials but do not address employment and unemployment. At their current state of development, models of statistical discrimination based on rational stereotypes have little empirical content.
CPWR and LOHP produced this report to better inform the labor movement and the entire construction industry on the training and inclusion of Hispanic workers in one of our most hazardous industries. With this report and its resources, we hope to share what these innovative union leaders have learned and make U.S. worksites safer for all. This report is a summation of the narratives, the roundtable discussions and conclusions, and the “next steps” for furthering their work.
This paper surveys the full range of experimental literature on labor market discrimination, places it in the context of the broader research literature on labor market discrimination, discusses the experimental literature from many different perspectives (empirical, theoretical, policy, and legal), and reviews what this literature has taught us thus far, and what remains to be done.
This issue brief details these high unemployment rates and explores the reasons for them, including particular weaknesses in sectors that offer disproportionate employment opportunities for African Americans, long unemployment spells, and the recurring “first fired, last hired” phenomenon among African Americans that plagues our nation’s workforce practices.
The different factors which contribute to low diversity are often hotly contested and difficult to untangle. We propose that many of the barriers to change arise from self-reinforcing feedbacks between low group diversity and inclusivity. Using a dynamic model, we demonstrate how bias in employee appointment and departure can trap organizations in a state with much lower diversity than the applicant pool: a workforce diversity “poverty trap”. Our results also illustrate that if turnover rate is low, employee diversity takes a very long time to change, even in the absence of any bias.
Diversity approaches are important because they provide employees with a framework for thinking about group differences in the workplace and how they should respond to them. The authors of this paper studied the public diversity statements of 151 big law firms in the U.S. to understand the relationship between how organizations talk about diversity and the rates of attrition of associate-level women and racial minority attorneys at these firms. This paper assumes that how firms talked about diversity in their statements was a rough proxy for their firm’s approach to diversity more generally.