The uneasy alliance of organisational culture and equal opportunities for ethnic minority groups: A British example
2019
Recent statistics suggest that there is a continuing disparity
in labour market outcomes between ethnic minority (EM)
groups and their White counterparts. However, although
there is now an abundance of statistical and anecdotal
evidence that speaks to the disadvantage of EM groups,
there is less understanding of the intraorganisational
dynamics that give rise to the outcomes that are reported.
Drawing on postcolonial, cultural capital, and social capital
theories, this article argues that the dominant approach
through which organisational culture is conceptualised and
the ways in which it is commonly managed may encourage
labour market inequality and disadvantage for EM groups
(defined as access to employment and having opportunities
for promotion while in employment). The article explores
three intraorganisational interventions that are common
in culture management initiatives (leadership, selective
recruitment, and internal promotion) to illustrate the
arguments. The article concludes by discussing a series of
implications and highlighting the pivotal role of the HR
academy and practitioners in generating deeper insights
and attention into the potential sources of EM disadvantage
that are linked to culture and culture management
Keywords:
- Correction
- Source
- Cite
- Save
- Machine Reading By IdeaReader
105
References
2
Citations
NaN
KQI