Expanding the Canon Draft

In the research of Researching Developmental Disabilities, Szumski, Smorgorzewska, and Grygiel explore the attitudes that arise with students against peers that have disabilities. They conduct an experiment with a random sample of about 1500 Polish students in middle school through a questionnaire. They had a few different hypotheses and corresponding variables to help test them. They test students in two different types of classrooms, in a traditional one that does not have students with disabilities and an inclusive one. The authors also included a large spectrum of different types of special needs and disabilities, such as: intellectual or physical disability, autism, hearing or visual impairment, social maladjustment, behavioral disorders, and students with multiple disabilities. The goal of this study was to educate schools and students who are working with disabled students and how to make them feel like everyone else.

Screenshot from Has Inclusion Gone Too Far? on https://www.educationnext.org/has-inclusion-gone-too-far-weighing-effects-students-with-disabilities-peers-teachers/

            The authors used the “Multidimensional Attitudes Scale Toward Persons with Disabilities” (MAS), to analyze the attitudes and the “Commitment to Ethical Goodness Scale” (CEG), to analyze moral identity of the students individually and at a classroom level. To analyze the attitudes of the students the MAS measure is in a way a short story where a person encounters someone who has a physical disability. They then wait with them in a one-on-one situation and questioned through three groups: emotions, cognitions, and behaviors. The students answered each question on a five-point scale of the likelihood that each and any of the demensiones had been raised. To analyze moral identity of the students the CEG measure was a self-reporting questionnaire with 15 different statements. There were three different dimensions of morality included: moral locus of control, ethical goodness, and ethical self-regulation. The authors then used the five-point scale again to see whether the students agreed or disagreed with the statements on both an individual level and of each class.

Screenshot from Applying the Contact Theory in Inclusive Education: A Systematic Review on the Impact of Contact and Information on the Social Participation of Students With Disabilities on https://www.frontiersin.org/articles/10.3389/feduc.2020.602414/full

            The authors used a multilevel analysis to analyze the relationship between morality, attitudes towards students with disabilities, and the educational setting. They looked at the variables at an individual level and with each model they added more. The main idea of this study was to discover the importance of moral identity development among students. The authors analyzed it at a classroom level, an individual level, and through the cross of the two. They discovered that at an individual level, moral identity reduces negative attitudes in all three dimensions; however, the relationship between them is weak. Between the two different types of classrooms, students in an inclusive class had more positive attitudes than students in a traditional classroom. This was a strong relationship but only in the affective dimension. When analyzed at a classroom level, moral identity had a week relationship with the behavioral dimension, a moderate relationship with the affective dimension, and a strong relationship with the cognitive dimension. Importantly, the note that, classes where students contain a developed moral identity promotes commitment to the attention of others.

            The authors concluded that moral identity is a regulator of a person’s behavior. Moral identity also allows for an improvement of the cognitive attitudes towards peers with disabilities better in an inclusive setting. They then note ways that their results can be used for change within the educational system to allow students with disabilities to feel less like they are being treated differently by their peers and feel more like they are just like their peers, which they are. Then they acknowledge limitations that were present in the study like using a cross-sectional scheme, assessing explicit attitudes and not the analysis of implicit attitudes, primarily focusing on inside the classroom and ignoring what happens outside of it, and they studied only one culture as opposed to multiple.

Screenshot from Inclusive Education on https://www.steppingstoneskenya.org/new/welcome/inclusive-education/

https://www.sciencedirect.com/science/article/pii/S0891422220301153

The Life of a Veteran: What Comes After Service?

“The association between unemployment status and physical health among veterans and civilians in the United States” by Than V. Tran,  Julie Canfield, & Keith Chan makes a sound argument supporting the increase of vetrean employment programs in order to reduce the negative health impacts of being unemployed. Throughout the article, the author’s emphasize the health disparities that can arise from unemployment as well as the the hardships unemployed people have to go through in order to join the workforce. This process becomes increasingly burdensome for veterans due to their  need to adjust to civilian life not to mention any other outstanding medical issues they may have gained while serving. 

Tran, Cainfelid, and Chan relied on the evidence found in the “Interaction effect of employment status and veteran/civilian status” study. “This study hypothesized that the status of being unemployed would have an adverse effect on physical health across the populations, but specifically, this effect would be greater for veterans compared to non-veterans.”. Through this, the authors are “expanding the canon” of diversity and inclusion by adding to the collection of works created with the intent of increasing public awareness of the struggles that marginalized people face as a result of the current systems of America.

This article, in conjunction with others that make up the canon of diversity and inclusion, have enlightened me on the privileges that I have and the struggles of those who are different then me. Because of this I have been inspired to further my research in order to engage in meaning full forms of activism that spread awareness of these issues and bring about change. One of the most striking pieces of work that I have uncovered in my search was this Ted Talk that focused on the struggles of the shift from military to civilian life. In the video Brian O’connor, a United States Marine Corps veteran, makes an analogy between the dissociation of identity that he felt after service in which he says “This bryant outfit doesn’t fit anymore, its like I stole a young kid’s clothes”. This quote allowed me to experience a fraction of what it feels like to be a veteran.

References:

Tran, T. V., Canfield, J., & Chan, K. (2016). The association between unemployment status and physical health among veterans and civilians in the United States. Social Work in Health Care55(9), 720–731. https://doi.org/10.1080/00981389.2016.1191582 

Expanding The Canon Draft

In the Journal of Business Ethics Eddy Ng, incoming Smith Professor of Diversity & Inclusion in Business at Queen’s University and Dr. Greg Sears, Associate Professor of Human Resource Management and Organizational Behavior at the Sprott School of Business examine how CEOs assign significance and get their essential employees to execute diversity management. While CEO dedication is seen as being vital to organizational diversity efforts, little is known about how CEOs communicate their priorities and mobilize major organizational individuals to implement diversity management. It is acknowledged that an CEO’s outward appearance of devotion to diversity endeavors in organizations is an essential key to success however if the CEO’s true unspoken priorities are signaled to the organization what is the effect on organizational diversity efforts? I hypothesized that if a CEO didn’t truly have a commitment to a diverse workplace, would this unspoken truth affect diversity management practices.

In this study, an integrative model with surveys was utilized which theorized that CEO’s actual beliefs about diversity would forecast the execution of diversity practices within the organization.  The findings suggest that a CEO’s words and actions alone are not adequate for the execution of diversity management practices. Managers within the company must perceive the CEOs as being authentically dedicated to workplace diversity for diversity management systems to be faithfully executed.

Analysis

This study was conducted to investigate CEO’s true feelings regarding diversity management practices versus the politically correct, publicly stated ones of the company. A CEO’s genuine pro-diversity behaviors can indicate to the workforce if their view on diversity in the workplace is truly positive. The overall goal of this study was to reach an understanding of the influence of both CEO instrumental beliefs and moral values in predicting a CEO’s commitment to diversity and the enactment of workplace diversity practices. The stated objective and the result of this study have uncovered some interesting facts. This study included only Canadian firms.

In addition to CEO’s the focus was on senior human resource managers because they are the ones usually assigned with implementation of organizational diversity efforts. If you think about the duties of each individual it makes sense since CEOs focus on an organization’s overall performance while HR managers are often tasked with implementing organizational directives such as complying with EEO/AA laws. “While CEOs play a lead role in initiating and supporting change, HR managers play a critical role in effecting and implementing change.” (Ng & Sears, 2020).

Ng and Sears appear to be developing theory for researchers to continue to expound upon. Their results highlight that both CEOs and HR managers play a crucial role in contributing to the success of organizational diversity efforts. One cannot be ignored or focused upon without the other. I think this research has brought to light that HR managers in particular must interpret the CEO’s words and actions as supporting and prioritizing diversity management. This interpretation comes not just from public pronouncements but rather from private actions supporting and prioritizing diversity management. CEO support is insufficient for organizations to move forward in diversity. HR managers, acting as change agents, must buy into the CEO’s values and thus play a vital role in the implementation of diversity management policies.

So, where do we go from here and what does this all mean? Future studies should include diverse companies in countries other than Canada to get a clearer picture of how generalized these study implications are. Also, it would CEO and HR manager demographic similarities and differences result in different outcomes? The CEO respondents were predominantly male (92%), Caucasian (98%), and possessed an undergraduate or graduate degree (90%). The CEO’s average age was 53 years old. Fifty-four percent (54%) of the HR managers were female, 95% were Caucasian (95%), and their average age was 46 years old. So, we need more diversity in future studies.

The way this research was conducted was via surveys. While surveys can be useful tools such as allowing large populations to be assessed with relative ease, I think it should be noted that to yield meaningful results, surveys require careful planning, time, and effort. The response rate for the study (22.3%) was low with a total of 286 organizations (matched pairs) completing both surveys. Therefore, the findings from this study should be interpreted with this response rate in mind.

The article is published in the Journal of Business Ethics which is a peer-reviewed academic journal. This is a highly respected publication with an impact score in 2020 of 5.77 and is a measure of the yearly average number of citations to recent articles published in that journal.

Reference

Ng, E. S., & Sears, G. J. (2020). Walking the talk on diversity: CEO beliefs, moral values, and the implementation of workplace diversity practices: JBE. Journal of Business Ethics, 164(3), 437-450. http://dx.doi.org.libezproxy2.syr.edu/10.1007/s10551-018-4051-7

Link to the article: https://www-proquest-com.libezproxy2.syr.edu/docview/2130628836?accountid=14214&pq-origsite=summon

Media

https://www.forbes.com/sites/carmenmorris/2020/08/11/8-things-any-ceo-can-do-to-advance-diversity-and-inclusion-right-now/?sh=421b26af5ac1

8 Things Any CEO Can Do To Advance Diversity And Inclusion Right Now

By Carmen Morris

This article can be read or listened to. It points out that many diversity and inclusion initiatives have been unsuccessful due to the absence of leadership commitment. It is the task of leadership to support the progress of diversity and inclusion. This is very much in keeping with my research of CEO’s support or lack of it leading to the success or failure of diversity efforts.

Another Media

I found this media and it reminded me that the surveys in my research study were…

predominantly male (92%), Caucasian (98%), and possessed an undergraduate or graduate degree (90%). So, we’re expecting leaders of diversity efforts to literally have no diversity…hmmm.

Source: https://www.russellreynolds.com/insights/the-99th-floor/talent

Okay…one more media.

Basically how can we expect fresh innovative ideas when everyone looks, sounds and has the exact same backgrounds? In the study I evaluated…The CEO respondents were predominantly male (92%), Caucasian (98%), and possessed an undergraduate or graduate degree (90%). The CEO’s average age was 53 years old. Fifty-four percent (54%) of the HR managers were female, 95% were Caucasian (95%), and their average age was 46 years old. Everyone is the same…no diversity! Fresh ideas anyone?

Source: https://marketoonist.com/2018/08/diversity.html