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İnsan Kaynakları Yöneticilerinin Gözünden Çeşitlilik, Kapsayıcılık ve Dışlayıcılık

Year 2020, Volume: 34 Issue: 1, 207 - 225, 25.01.2020
https://doi.org/10.16951/atauniiibd.533553

Abstract

Bu çalışmada, son dönemde uygulamacılar ve
akademisyenler tarafından oldukça ilgi gören bir insan kaynakları pratiği olan
çeşitlilik yönetimine temel teşkil eden çeşitlilik, kapsayıcılık, dışlayıcılık
gibi kavramların Türkiye bağlamında insan kaynakları yöneticileri tarafından nasıl
anlamlandırıldığı araştırılmıştır. Bu kapsamda araştırmada, çeşitlilik dendiğinde hangi boyutların
algılandığı, hangi boyutların kapsayıcılık temelinde ele alındığı, hangilerinin
kapsam dışı bırakıldığı ve bu tercihin arkasındaki nedenlerin neler olduğu
tespit edilmeye çalışılmıştır. Araştırmanın örneklemi 38 insan
kaynakları yöneticisinden oluşmaktadır. Açık uçlu sorulara verilen yanıtlar çeşitlilik olarak algılanan boyutların etnik köken, dini yönelim ve
siyasi yönelim olduğunu göstermektedir. Bu boyutlar aynı zamanda çeşitlilik
yönetimi ve kapsayıcılık temelinde değerlendirilmeyen ve dışlanan boyutlar da
olarak dile getirilmektedir. Bulgular, toplumsal, kültürel ve siyasi yüklerin
çeşitlilik ile ilgili kavramsallaştırmaları biçimlediğini, kapsayıcı ve
dışlayıcı uygulamalara çerçeve çizdiğini göstermektedir. 

References

  • Ahonen, P., Tienari, J., Meriläinen, S. ve Pullen, A. (2014). Hidden contexts and invisible power relations: A Foucauldian reading of diversity research. Human Relations, 67(3), 263-286. Barbosa, I. ve Cabral‐Cardoso, C. (2010). Equality and diversity rhetoric: one size fits all? Globalization and the Portuguese context. Equality, Diversity and Inclusion: An International Journal, 29(1),97-112.Bell, M. P., Özbilgin, M. F., Beauregard, T. A. and Sürgevil, O. (2011). Voice, silence, and diversity in 21st century organizations: Strategies for inclusion of gay, lesbian, bisexual, and transgender employees. Human Resource Management, (50), 131-146.
  • Boxenbaum, E. (2006). Lost in translation: the making of danish diversity management. American Behavioral Scientist, (49), 939–48.
  • Calas, M.B., Holgersson, C. and Smircich,L. (2009). “Diversity management”? translation? travel?.Scandinavian Journal of Management, 25(4),349-351.
  • Cox, T. H. ve Blake, S.(1991). Managing Cultural diversity: implications for organizational competitiveness. The Executive, 5(3), 45-56.
  • Dobusch, L. (2017), Diversity Discourses and the articulation of discrimination: the case of public organisations. Journal of Ethnic and Migration Studies, 43(10),1644-1661.
  • Downey, S. N., van der Werff, L., Thomas, K. M., ve Plaut, V. C. (2015). The role of diversity practices and inclusion in promoting trust and employee engagement. Journal of Applied Social Psychology, 45(1), 35-44.
  • Ferdman, B. M. (2017). Paradoxes of Inclusion: Understanding and Managing the Tensions of Diversity and Multiculturalism. The Journal of Applied Behavioral Science, 53(2), 235-263.
  • Ferdman, B. M. (2018). In Trump’s shadow: questioning and testing the boundaries of inclusion. Equality, Diversity and Inclusion: An International Journal, 37 (1),96-107.
  • Ferdman, B. M. (2014). Toward infusing diversity and inclusion as core elements of od. OD Practitioner, 46 (4): 44-46.
  • Ferner, A., Almond, P. ve Colling, T. (2005). Institutional theory and the cross-national transfer of employment policy: the case of 'workforce diversity' in US multinationals. Journal of International Business Studies, 36(3), 304-321.Heres, L. ve Benschop Y., (2010). Taming diversity: an exploratory study on the travel of a management fashion. Equality, Diversity and Inclusion: An International Journal, 29(5), 436-457.
  • Janssens, M. ve Zanoni, P. (2008).What makes an organization inclusive? Organizational practices favoring the relational inclusion of ethnic minorities in operative jobs”, presented at the 21st IACM Conference, Chicago, IL, 3-6 July.
  • Kelly, E. ve Dobbin, F. (1998). How affirmative action became diversity management. The American Behavioral Scientist, 41(7),960–984.
  • Klarsfeld, A. (2009). The diffusion of diversity management: the case of France. Scandinavian Journal of Management, 25(4), 363-373.
  • Kuş,E. (2003). Nicel-Nitel Araştırma Teknikleri, Sosyal Bilimlerde Araştırma Teknikleri: Nicel mi? Nitel mi’, Anı Yayıncılık, Ankara.
  • Lauring J., (2009). Managing cultural diversity and the process of knowledge sharing: a case from Denmark. Scandinavian Journal of Management, 25(4),385–394.
  • Meriläinen, S., Tienari, J., Katila, S. and Benschop, Y. (2009). “Diversity management versus gender equality: the Finnish Case. Canadian Journal of Administrative Sciences, 26(3), 230-243.
  • Mor Barak, M.E. (2015). Inclusion is the key to diversity management, but what is inclusion? Human Service Organizations Management, Leadership & Governance, 39(2), 83-88.
  • Mor Barak, M. E. ve Daya, P. (2014). Fostering inclusion from the inside out to create an inclusive workplace”. In B. M. Ferdman, & B. R. Deane (Eds.), Diversity at work:The practice of inclusion (391–412). San Francisco, CA: Jossey-Bass.
  • Nishii. L. H. (2013). “The benefits of climate for inclusion for gender-diverse groups”, Academy of Management Journal, Cilt 56, 1754-1774.
  • Nishii, L. H., ve Rich, R. E. (2014). Creating inclusive climates in diverse organizations. In B. M. Ferdman, ve B. R. Deane (Eds.), Diversity at work: The practice of inclusion (205–228). San Francisco, CA: Jossey-Bass.
  • Offerman, L. R.. ve Basford, T. E. (2014). Best practices and the changing role of human resources. In B. M. Ferdman, & B. R. Deane (Eds.), Diversity at work: The practice of inclusion (229–259). San Francisco, CA: Jossey-Bass.
  • Omanovic,V.,(2009). Diversity and its management as a dialectical process:Encountering Sweden and the U.S. Scandinavian Journal of Management, 25(4), 352–362.
  • Oswick, C. and Noon, M. (2014). Discourses of diversity, equality and inclusion: trenchant formulations or transient fashions? British Journal of Management, 25(1), 23- 39.
  • Özen, Ş. (2002). Toplam kalite yönetiminin Türkiye’de yeniden kurgulanması: Koşul bağımlı türdeşleşme tezinin bir testi. Amme İdaresi Dergisi, 35(1), 105-42.
  • Özen, Ş. (2017). Çok bölümlü yapı Türkiye’ye gelince nasıl holding’e dönüştü? Yerel ve ithal yönetim uygulamalarının merkez ve çevre ülkelerde meşrulaştırılması. Yönetim ve Çalışma Dergisi / Journal of Management and Labour, 1(1),2-22.
  • Risberg, A. ve Soderberg, A.M. (2008). Translating a management concept: diversity management in Denmark. Gender in Management: An International Journal, 23,426– 441.
  • Roberson, Q. M. (2004). Disentangling the meanings of diversity and inclusion (CAHRS Working Paper #04-05)”, Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced, Human Resource Studies.
  • Sabharwal, M. (2014). Is diversity management sufficient? Organizational inclusion to further performance. Public Personnel Management, 43(2), 197–217.
  • Shore, L.M, Cleveland, J.N. and Sanchez, D. (2018). Inclusive workplaces: a review and model, Human Resource Management Review, 28(2), 176-189.
  • Sippola, A.ve Smale, A. (2007). The global integration of diversity management: A longitudinal case study. The International Journal of Human Resource Management, 18(11),1895-1916.
  • Syed, J., ve Özbilgin, M. (2009), A relational framework for international transfer of diversity management practices. International Journal of Human Resource Management, 20(12), 2435-2453
  • Tang, N., Jiang, Y., Chen, C., Zhou, Z., Chen, C. C. ve Yu, Z. (2015). Inclusion and inclusion management in the Chinese context: An exploratory study. The International Journal of Human Resource Management, 26(6), 856–874.
  • Thomas RR. (1990). From affirmative action to affirming diversity. Harvard Business Review 68(2), 107–117.
  • Thomas, R.R. (1991). Beyond race and gender: unlashing the power of your total work force by managing diversity. New York: American Management Association.Wrench, J.,(2007). Diversity management and discrimination: ımmigrants and ethnic minorities in the EU”, Ashgate, Aldershot.
  • Yıldırım, A. ve Şimşek,H. (2000). Sosyal Bilimlerde Nitel Araştırma Yöntemleri. Seçkin Yayıncılık, Ankara.
  • Zanoni, P., Janssens, M., Benschop, Y., ve Nkomo, S. (2010). Guest Editorial: Unpacking Diversity, Grasping Inequality: Rethinking Difference Through Critical Perspectives. Organization, 17(1), 9–29.
Year 2020, Volume: 34 Issue: 1, 207 - 225, 25.01.2020
https://doi.org/10.16951/atauniiibd.533553

Abstract

References

  • Ahonen, P., Tienari, J., Meriläinen, S. ve Pullen, A. (2014). Hidden contexts and invisible power relations: A Foucauldian reading of diversity research. Human Relations, 67(3), 263-286. Barbosa, I. ve Cabral‐Cardoso, C. (2010). Equality and diversity rhetoric: one size fits all? Globalization and the Portuguese context. Equality, Diversity and Inclusion: An International Journal, 29(1),97-112.Bell, M. P., Özbilgin, M. F., Beauregard, T. A. and Sürgevil, O. (2011). Voice, silence, and diversity in 21st century organizations: Strategies for inclusion of gay, lesbian, bisexual, and transgender employees. Human Resource Management, (50), 131-146.
  • Boxenbaum, E. (2006). Lost in translation: the making of danish diversity management. American Behavioral Scientist, (49), 939–48.
  • Calas, M.B., Holgersson, C. and Smircich,L. (2009). “Diversity management”? translation? travel?.Scandinavian Journal of Management, 25(4),349-351.
  • Cox, T. H. ve Blake, S.(1991). Managing Cultural diversity: implications for organizational competitiveness. The Executive, 5(3), 45-56.
  • Dobusch, L. (2017), Diversity Discourses and the articulation of discrimination: the case of public organisations. Journal of Ethnic and Migration Studies, 43(10),1644-1661.
  • Downey, S. N., van der Werff, L., Thomas, K. M., ve Plaut, V. C. (2015). The role of diversity practices and inclusion in promoting trust and employee engagement. Journal of Applied Social Psychology, 45(1), 35-44.
  • Ferdman, B. M. (2017). Paradoxes of Inclusion: Understanding and Managing the Tensions of Diversity and Multiculturalism. The Journal of Applied Behavioral Science, 53(2), 235-263.
  • Ferdman, B. M. (2018). In Trump’s shadow: questioning and testing the boundaries of inclusion. Equality, Diversity and Inclusion: An International Journal, 37 (1),96-107.
  • Ferdman, B. M. (2014). Toward infusing diversity and inclusion as core elements of od. OD Practitioner, 46 (4): 44-46.
  • Ferner, A., Almond, P. ve Colling, T. (2005). Institutional theory and the cross-national transfer of employment policy: the case of 'workforce diversity' in US multinationals. Journal of International Business Studies, 36(3), 304-321.Heres, L. ve Benschop Y., (2010). Taming diversity: an exploratory study on the travel of a management fashion. Equality, Diversity and Inclusion: An International Journal, 29(5), 436-457.
  • Janssens, M. ve Zanoni, P. (2008).What makes an organization inclusive? Organizational practices favoring the relational inclusion of ethnic minorities in operative jobs”, presented at the 21st IACM Conference, Chicago, IL, 3-6 July.
  • Kelly, E. ve Dobbin, F. (1998). How affirmative action became diversity management. The American Behavioral Scientist, 41(7),960–984.
  • Klarsfeld, A. (2009). The diffusion of diversity management: the case of France. Scandinavian Journal of Management, 25(4), 363-373.
  • Kuş,E. (2003). Nicel-Nitel Araştırma Teknikleri, Sosyal Bilimlerde Araştırma Teknikleri: Nicel mi? Nitel mi’, Anı Yayıncılık, Ankara.
  • Lauring J., (2009). Managing cultural diversity and the process of knowledge sharing: a case from Denmark. Scandinavian Journal of Management, 25(4),385–394.
  • Meriläinen, S., Tienari, J., Katila, S. and Benschop, Y. (2009). “Diversity management versus gender equality: the Finnish Case. Canadian Journal of Administrative Sciences, 26(3), 230-243.
  • Mor Barak, M.E. (2015). Inclusion is the key to diversity management, but what is inclusion? Human Service Organizations Management, Leadership & Governance, 39(2), 83-88.
  • Mor Barak, M. E. ve Daya, P. (2014). Fostering inclusion from the inside out to create an inclusive workplace”. In B. M. Ferdman, & B. R. Deane (Eds.), Diversity at work:The practice of inclusion (391–412). San Francisco, CA: Jossey-Bass.
  • Nishii. L. H. (2013). “The benefits of climate for inclusion for gender-diverse groups”, Academy of Management Journal, Cilt 56, 1754-1774.
  • Nishii, L. H., ve Rich, R. E. (2014). Creating inclusive climates in diverse organizations. In B. M. Ferdman, ve B. R. Deane (Eds.), Diversity at work: The practice of inclusion (205–228). San Francisco, CA: Jossey-Bass.
  • Offerman, L. R.. ve Basford, T. E. (2014). Best practices and the changing role of human resources. In B. M. Ferdman, & B. R. Deane (Eds.), Diversity at work: The practice of inclusion (229–259). San Francisco, CA: Jossey-Bass.
  • Omanovic,V.,(2009). Diversity and its management as a dialectical process:Encountering Sweden and the U.S. Scandinavian Journal of Management, 25(4), 352–362.
  • Oswick, C. and Noon, M. (2014). Discourses of diversity, equality and inclusion: trenchant formulations or transient fashions? British Journal of Management, 25(1), 23- 39.
  • Özen, Ş. (2002). Toplam kalite yönetiminin Türkiye’de yeniden kurgulanması: Koşul bağımlı türdeşleşme tezinin bir testi. Amme İdaresi Dergisi, 35(1), 105-42.
  • Özen, Ş. (2017). Çok bölümlü yapı Türkiye’ye gelince nasıl holding’e dönüştü? Yerel ve ithal yönetim uygulamalarının merkez ve çevre ülkelerde meşrulaştırılması. Yönetim ve Çalışma Dergisi / Journal of Management and Labour, 1(1),2-22.
  • Risberg, A. ve Soderberg, A.M. (2008). Translating a management concept: diversity management in Denmark. Gender in Management: An International Journal, 23,426– 441.
  • Roberson, Q. M. (2004). Disentangling the meanings of diversity and inclusion (CAHRS Working Paper #04-05)”, Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced, Human Resource Studies.
  • Sabharwal, M. (2014). Is diversity management sufficient? Organizational inclusion to further performance. Public Personnel Management, 43(2), 197–217.
  • Shore, L.M, Cleveland, J.N. and Sanchez, D. (2018). Inclusive workplaces: a review and model, Human Resource Management Review, 28(2), 176-189.
  • Sippola, A.ve Smale, A. (2007). The global integration of diversity management: A longitudinal case study. The International Journal of Human Resource Management, 18(11),1895-1916.
  • Syed, J., ve Özbilgin, M. (2009), A relational framework for international transfer of diversity management practices. International Journal of Human Resource Management, 20(12), 2435-2453
  • Tang, N., Jiang, Y., Chen, C., Zhou, Z., Chen, C. C. ve Yu, Z. (2015). Inclusion and inclusion management in the Chinese context: An exploratory study. The International Journal of Human Resource Management, 26(6), 856–874.
  • Thomas RR. (1990). From affirmative action to affirming diversity. Harvard Business Review 68(2), 107–117.
  • Thomas, R.R. (1991). Beyond race and gender: unlashing the power of your total work force by managing diversity. New York: American Management Association.Wrench, J.,(2007). Diversity management and discrimination: ımmigrants and ethnic minorities in the EU”, Ashgate, Aldershot.
  • Yıldırım, A. ve Şimşek,H. (2000). Sosyal Bilimlerde Nitel Araştırma Yöntemleri. Seçkin Yayıncılık, Ankara.
  • Zanoni, P., Janssens, M., Benschop, Y., ve Nkomo, S. (2010). Guest Editorial: Unpacking Diversity, Grasping Inequality: Rethinking Difference Through Critical Perspectives. Organization, 17(1), 9–29.
There are 36 citations in total.

Details

Primary Language Turkish
Journal Section Makaleler
Authors

Duygu Acar Erdur 0000-0002-4288-4401

Publication Date January 25, 2020
Published in Issue Year 2020 Volume: 34 Issue: 1

Cite

APA Acar Erdur, D. (2020). İnsan Kaynakları Yöneticilerinin Gözünden Çeşitlilik, Kapsayıcılık ve Dışlayıcılık. Atatürk Üniversitesi İktisadi Ve İdari Bilimler Dergisi, 34(1), 207-225. https://doi.org/10.16951/atauniiibd.533553

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