{"id":364,"date":"2021-07-01T02:29:29","date_gmt":"2021-07-01T02:29:29","guid":{"rendered":"https:\/\/ksoakes.expressions.syr.edu\/wrt205summer2021\/?p=364"},"modified":"2021-07-01T22:41:29","modified_gmt":"2021-07-01T22:41:29","slug":"expanding-the-canon-draft-6","status":"publish","type":"post","link":"https:\/\/ksoakes.expressions.syr.edu\/wrt205summer2021\/2021\/07\/01\/expanding-the-canon-draft-6\/","title":{"rendered":"Expanding The Canon Draft"},"content":{"rendered":"\n

In the Journal of Business Ethics<\/em> Eddy Ng, incoming Smith Professor of Diversity & Inclusion in Business at Queen\u2019s University and Dr.\u00a0Greg Sears<\/em>, Associate Professor of Human Resource Management and Organizational Behavior at the\u00a0Sprott 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<\/em> acknowledged that an CEO\u2019s outward appearance of devotion to diversity endeavors in organizations is an essential key to success however if the CEO\u2019s true unspoken priorities are signaled to the organization what is the effect on organizational diversity efforts? I hypothesized that if a CEO didn\u2019t truly have a commitment to a diverse workplace, would this unspoken truth affect diversity management practices.<\/p>\n\n\n\n

In this study, an integrative model with surveys was utilized which theorized that CEO\u2019s actual beliefs about diversity would forecast the execution of diversity practices within the organization.  The findings suggest that a CEO\u2019s 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.<\/p>\n\n\n\n

Analysis<\/p>\n\n\n\n

This study was conducted to investigate CEO\u2019s true feelings regarding diversity management practices versus the politically correct, publicly stated ones of the company. A CEO\u2019s 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\u2019s 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.<\/p>\n\n\n\n

In addition to CEO\u2019s 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\u2019s overall performance while HR managers are often tasked with implementing organizational directives such as complying with EEO\/AA laws. \u201cWhile CEOs play a lead role in initiating and supporting change, HR managers play a critical role in effecting and implementing change.\u201d<\/em> (Ng & Sears, 2020).<\/p>\n\n\n\n

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\u2019s 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\u2019s values and thus play a vital role in the implementation of diversity management policies.<\/p>\n\n\n\n

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\u2019s 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.<\/p>\n\n\n\n

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.<\/p>\n\n\n\n

The article is published in the Journal of Business Ethics <\/em>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.<\/p>\n\n\n\n

Reference<\/p>\n\n\n\n

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<\/em>(3), 437-450. http:\/\/dx.doi.org.libezproxy2.syr.edu\/10.1007\/s10551-018-4051-7<\/p>\n\n\n\n

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

Media<\/p>\n\n\n\n

\nhttps:\/\/www.forbes.com\/sites\/carmenmorris\/2020\/08\/11\/8-things-any-ceo-can-do-to-advance-diversity-and-inclusion-right-now\/?sh=421b26af5ac1\n<\/div><\/figure>\n\n\n\n

8 Things Any CEO Can Do To Advance Diversity And Inclusion Right Now<\/p>\n\n\n\n

By Carmen Morris<\/p>\n\n\n\n

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\u2019s support or lack of it leading to the success or failure of diversity efforts.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Another Media<\/p>\n\n\n\n

I found this media and it reminded me that the surveys in my research study were\u2026<\/p>\n\n\n\n

predominantly male (92%), Caucasian (98%), and possessed an undergraduate or graduate degree (90%). So, we\u2019re expecting leaders of diversity efforts to literally have no diversity\u2026hmmm.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Source: https:\/\/www.russellreynolds.com\/insights\/the-99th-floor\/talent<\/a><\/p>\n\n\n\n

Okay\u2026one more media.<\/p>\n\n\n\n

Basically how can we expect fresh innovative ideas when everyone looks, sounds and has the exact same backgrounds? In the study I evaluated\u2026The CEO respondents were predominantly male (92%), Caucasian (98%), and possessed an undergraduate or graduate degree (90%). The CEO\u2019s 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\u2026no diversity! Fresh ideas anyone?<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Source: https:\/\/marketoonist.com\/2018\/08\/diversity.html<\/p>\n","protected":false},"excerpt":{"rendered":"

In the Journal of Business Ethics Eddy Ng, incoming Smith Professor of Diversity & Inclusion in Business at Queen\u2019s University and Dr.\u00a0Greg Sears, Associate Professor of Human Resource Management and Organizational Behavior at the\u00a0Sprott School of Business examine how CEOs assign significance and get their essential employees to execute diversity management. While CEO dedication is … Continue reading “Expanding The Canon Draft”<\/span><\/a><\/p>\n","protected":false},"author":170,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[3],"tags":[52,17,55],"_links":{"self":[{"href":"https:\/\/ksoakes.expressions.syr.edu\/wrt205summer2021\/wp-json\/wp\/v2\/posts\/364"}],"collection":[{"href":"https:\/\/ksoakes.expressions.syr.edu\/wrt205summer2021\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/ksoakes.expressions.syr.edu\/wrt205summer2021\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/ksoakes.expressions.syr.edu\/wrt205summer2021\/wp-json\/wp\/v2\/users\/170"}],"replies":[{"embeddable":true,"href":"https:\/\/ksoakes.expressions.syr.edu\/wrt205summer2021\/wp-json\/wp\/v2\/comments?post=364"}],"version-history":[{"count":2,"href":"https:\/\/ksoakes.expressions.syr.edu\/wrt205summer2021\/wp-json\/wp\/v2\/posts\/364\/revisions"}],"predecessor-version":[{"id":369,"href":"https:\/\/ksoakes.expressions.syr.edu\/wrt205summer2021\/wp-json\/wp\/v2\/posts\/364\/revisions\/369"}],"wp:attachment":[{"href":"https:\/\/ksoakes.expressions.syr.edu\/wrt205summer2021\/wp-json\/wp\/v2\/media?parent=364"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/ksoakes.expressions.syr.edu\/wrt205summer2021\/wp-json\/wp\/v2\/categories?post=364"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/ksoakes.expressions.syr.edu\/wrt205summer2021\/wp-json\/wp\/v2\/tags?post=364"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}