Conducting a diversity policy as management change agent: a key issue to an organisation’s performance

Maria Giuseppina Bruna (), Jean-François Chanlat and Mathieu Chauvet ()
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Maria Giuseppina Bruna: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique
Mathieu Chauvet: FEMTO-ST - Franche-Comté Électronique Mécanique, Thermique et Optique - Sciences et Technologies (UMR 6174) - UTBM - Université de Technologie de Belfort-Montbeliard - ENSMM - Ecole Nationale Supérieure de Mécanique et des Microtechniques - CNRS - Centre National de la Recherche Scientifique - UFC - Université de Franche-Comté - UBFC - Université Bourgogne Franche-Comté [COMUE]

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Abstract: The sociological and demographic reality of recent decades has meant that western companies have seen an evolution towards greater diversification among their staff members. The implementing of a diversity policy in a company cannot be reduced to a managerial fashion or fad, to professional rhetoric or to a set of superficial or illusory initiatives, but it can aim at social transformation. That is why, in this chapter, the authors have chosen to portray the deployment of such an approach from the standpoint of an organisation-changing process, which can, at the same time, alter the language, the standards and the practices of the organisation and led them at the end to identify three managerial levers capable of transforming team diversity into performance enhancers.

Keywords: Diversity management organisational performance; social change; diversity policy; French organisations (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (3)

Published in Management and Diversity: Thematic Approaches, 2017

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01783055

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