IB361-15 Equality and Diversity
Introductory description
This is an elective module available for WBS and non-WBS students.
The specific aims of the module are to allow the student to:
Think critically about management and business approaches which fail to reflect on the significance for organisational processes and outcomes of the diverse, and changing, make up of organisational members.
Understand underpinning social concepts such as stereotyping, discrimination and social identity and the way they operate inside and outside the workplace.
Understand equal treatment and diversity approaches to equality both conceptually and in terms of workplace interventions such as positive and affirmative action. Be able to locate these in the different national and cultural contexts of the UK, Europe and North America.
Apply these understandings to analyse how the understandings of difference are reproduced via both organisational processes and social institutions beyond the workplace.
This will allow students from a range of disciplines to gain an understanding of how people's experience of work differs and how managers can ensure the fair treatment of diverse workforces.
Where appropriate (e.g. psychology, social studies, economics) students will be able to apply their discipline-specific knowledge in the context of this aspect of management practice.
Module aims
The specific aims of the module are to allow the student to:
Think critically about management and business approaches which fail to reflect on the significance for organisational processes and outcomes of the diverse, and changing, make up of organisational members.
Understand underpinning social concepts such as stereotyping, discrimination and social identity and the way they operate inside and outside the workplace.
Understand equal treatment and diversity approaches to equality both conceptually and in terms of workplace interventions such as positive and affirmative action. Be able to locate these in the different national and cultural contexts of the UK, Europe and North America.
Apply these understandings to analyse how the understandings of difference are reproduced via both organisational processes and social institutions beyond the workplace.
This will allow students from a range of disciplines to gain an understanding of how people's experience of work differs and how managers can ensure the fair treatment of diverse workforces.
Where appropriate (e.g. psychology, social studies, economics) students will be able to apply their discipline-specific knowledge in the context of this aspect of management practice.
Outline syllabus
This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.
This module will explore the distinct labour market outcomes and work and career experiences of members of diverse social groups - gender, ethnicity, migrant status, disability, religious belief, sexuality, social class and age.
Various explanations for the distinct labour market outcomes and work and career experiences will be considered. Theoretical ideas of social identity, impression management, doing gender, habitus and discourse will be introduced to facilitate the development of a conceptualised understand of inequalities and explanations for inequalities in the workplace. Students will be introduced to conceptual ideas of equality, diversity and inclusion focusing on both mainstream and critical perspectives. Popular diversity and inclusion interventions will be critically evaluated with reference to outcomes, process and context.
Learning outcomes
By the end of the module, students should be able to:
- Understand equality, diversity and inclusion both conceptually and in terms of workplace interventions.
- Understand how people's experience of work and career outcomes differ according to gender, ethnicity, disability, age, migrant status, religion, social class and sexual identity.
- Explore theoretical frameworks that are helpful to understand diverse employeesâ distinct career outcomes and experiences of work.
- Understand stereotyping, discrimination and social identity and the way they operate inside the workplace.
- Critically examine approaches to achieving equality, diversity and inclusion in the workplace.
- Challenge simplistic explanations of inequality in the workplace.
- Critically evaluate different forms of diversity and inclusion interventions.
Indicative reading list
Ashley, L. and Empson, L., (2013) Differentiation and discrimination: Understanding social class and social exclusion in leading law firms. Human Relations. 66, 2, p. 219-244.
Cortina, L. M. (2008). Unseen injustice: Incivility as modern discrimination in organizations. The Academy of Management Review, 33, 55–62.
Deitch, E. A., Barsky, A., Butz, R. M., Chan, S. Brief, A. P. and Bradley, J. C. (2003). Subtle yet significant: The existence and impact of everyday racial discrimination in the workplace. Human Relations. 56(11), 1299–1324.
Ely, R. J. and D. A. Thomas (2001) ‘Cultural diversity at work: the effects of diversity perspectives on work group processes and outcomes’, Administrative Science Quarterly, 46, 229–273.
Elraz, H. (2018) Identity, mental health and work: How employees with mental health conditions recount stigma and the pejorative discourse of mental illness. Human Relations 71(5): 722–741.
Fernando, W. D. A. and Prasad, A. (2018) Sex-based harassment and silencing in academia: how women are led to reluctant acquiescence. Human relations. 1-36.
Fernando, W. D. A., Cohen, L. and Duberley, J. (2018) "Navigating sexualised visibility: a study of British women engineers", Journal of Vocational Behaviour. 1-14.
Fernando, D., Cohen, L. and Duberley, J. (2018) "What helps? Women engineers’ accounts of staying on", Human Resource Management Journal, 28, 3, 479-495.
Fernando, D. and Kenny, E. (2018) "Navigating panethnic categorisation in the workplace : a study of British Sri Lankan employees", Journal of Occupational and Organizational Psychology , 91, 4, 769-797.
Fernando, D. and Cohen, L. (2015) "Exploring career advantages of highly skilled migrants : a study of Indian academics in the UK", The International Journal of Human Resource Management, 27, 12, 1277-1298.
Gabriel, Y., Gray, D.E. and Goregaokar, H. (2010) Temporary Derailment or the End of the Line? Managers Coping with Unemployment at 50, Organization Studies 31(12), 1687–1712.
Ghumman, S. and Ryan, A.M. (2013). Not welcome here: Discrimination towards women who wear the Muslim headscarf. Human Relations. 66 (5): 671-698.
Hoque, K., Bacon, N., Wass, V. and Jones, M. (2018) "Are High Performance Work Practices (HPWPs) enabling or disabling? Exploring the relationship between selected HPWPs and work-related disability disadvantage", Human Resource Management, 57, 2, 499-513.
Jammaers, E., Zanoni, P. and Hardonk, S. (2018( Constructing positive identities in ableist workplaces: Disabled employees’ discursive practices engaging with the discourse of lower productivity. Human Relations 69(6): 1365–1386.
Kulik, C.T. and Roberson, L. (2008) Diversity initiative effectiveness: What organizations can and cannot expect from diversity recruitment, diversity training, and formal mentoring programs. In A.P. Brief (Ed.), Diversity at work: 265-317. Cambridge University Press.
Kulik, C. T., Perera, S. and Cregan, C. (2016). Engage me: The mature-age worker and stereotype threat. Academy of Management Journal, 59(6), 2132–2156.
Leslie, L.M. (2018) Diversity Initiative Effectiveness: A Typological Theory of Unintended Consequences. Academy of Management Review: 1-62.
Li, Y., Perera, S., Kulik, C.T. and Metz, I. (2019) Inclusion climate: A multilevel investigation of its antecedents and consequences. Human Resource Management Review; 1–17.
Ozbilgin, M. and Tatli, A. (2011) Mapping out the field of equality and diversity: Rise of individualism and voluntarism. Human Relations, 64, (9), 1229-1253.
Powell, A., Bagilhole, B., & Dainty, A. (2009) How women engineers do and undo gender: Consequences for gender equality. Gender, Work and Organization, 16(4), 411–428.
Tatli, A. (2011) A multi-layered exploration of the diversity management field: Diversity discourses, practices and practitioners in the UK. British Journal of Management, 22, 238–253.
Thomas, D. A. (2001) The truth about mentoring minorities: Race matters. Harvard Business Review, 99—107.
Van Laer, K. and Janssens, M. (2011) Ethnic minority professionals’ experience with subtle discrimination at the workplace. Human Relations, 64, 1203—1227.
Zanoni, P. and Janssens, M. (2015) The Power of Diversity Discourses at Work: On the Interlocking Nature of Diversities and Occupations. Organisation Studies 36(11), 1463–1483.
Subject specific skills
Be aware of the relevant legislative requirements and of Equality bodies, their remit, approach, and role.
Understand how social identity related disadvantages, stereotyping and discrimination plays out in different national and cultural contexts of the UK, Europe and North America.
Transferable skills
Communication skills: summarise key arguments and evidence.
Study time
Type | Required |
---|---|
Lectures | 10 sessions of 2 hours (13%) |
Seminars | 9 sessions of 1 hour (6%) |
Private study | 48 hours (32%) |
Assessment | 73 hours (49%) |
Total | 150 hours |
Private study description
Private Study.
Costs
No further costs have been identified for this module.
You do not need to pass all assessment components to pass the module.
Assessment group A2
Weighting | Study time | Eligible for self-certification | |
---|---|---|---|
Assessment component |
|||
Individual Assignment (15 CATS) | 100% | 73 hours | Yes (extension) |
Reassessment component is the same |
Feedback on assessment
Feedback via My.WBS.
Courses
This module is Optional for:
-
UIBA-N20B BSc in Management
- Year 3 of N20B Management
- Year 3 of N20B Management
- Year 3 of N23K Management with Accounting
- Year 3 of N234 Management with Digital Business
- Year 3 of N235 Management with Entrepreneurship
- Year 3 of N232 Management with Finance
- Year 3 of N252 Management with Marketing
- Year 3 of N23L Management with Strategy and Organisation
-
UIBA-MN3C Law and Business Four Year (Qualifying Degree)
- Year 3 of MN3C Law and Business Four Year (Qualifying Degree)
- Year 4 of MN3C Law and Business Four Year (Qualifying Degree)
- Year 3 of UIBA-N400 Undergraduate Accounting and Finance
-
UIBA-N404 Undergraduate Accounting and Finance (with Foundation Year and Placement/Undergraduate Partnership Programme)
- Year 5 of N4N7 Accounting and Finance (Foundation Year and Intercalated)
- Year 5 of N404 Accounting and Finance (Foundation Year and Placement)
- Year 5 of N405 Accounting and Finance (Foundation Year and UPP)
- Year 5 of N403 Accounting and Finance (with Foundation Year)
- Year 4 of UIBA-N403 Undergraduate Accounting and Finance (with Foundation Year)
-
UIBA-N401 Undergraduate Accounting and Finance (with Placement Year/Undergraduate Partnership Programme)
- Year 4 of N401 Accounting and Finance (Placement)
- Year 4 of N402 Accounting and Finance (Undergraduate Partnership Programme)
- Year 3 of UCSA-I1N1 Undergraduate Computer Science with Business Studies
- Year 4 of UCSA-I1NA Undergraduate Computer Science with Business Studies (with Intercalated Year)
- Year 1 of UIOA-EEU Undergraduate EU Exchange
- Year 4 of UGEA-RN21 Undergraduate German and Business Studies
- Year 3 of UIPA-L8N1 Undergraduate Global Sustainable Development and Business
- Year 4 of UIPA-L8N2 Undergraduate Global Sustainable Development and Business Studies (with Intercalated Year)
- Year 4 of UIBA-N1RA Undergraduate International Business with French
- Year 4 of UIBA-N1RB Undergraduate International Business with German
- Year 4 of UIBA-N1RC Undergraduate International Business with Italian
- Year 4 of UIBA-N1RD Undergraduate International Business with Spanish
-
UIBA-N20F Undergraduate International Management
- Year 4 of N20F International Management
- Year 4 of N20F International Management
- Year 4 of N20S International Management (with Accounting)
- Year 4 of N20T International Management (with Chinese)
- Year 4 of N20P International Management (with Entrepreneurship)
- Year 4 of N20M International Management (with Finance)
- Year 4 of N20U International Management (with French)
- Year 4 of N20L International Management (with Marketing)
- Year 4 of N20V International Management (with Spanish)
- Year 4 of N20W International Management (with Strategy and Organisation)
- Year 4 of N20N International Management with Digital Business
- Year 4 of N20E Management (with Foundation Year)
- Year 4 of N234 Management with Digital Business
- Year 3 of UIBA-MN3A Undergraduate Law and Business Studies
-
UIBA-N20J Undergraduate Management (with Foundation Year and Placement Year/Undergraduate Partnership Programme)
- Year 5 of N20J Management (Foundation Year and Placement)
- Year 5 of N20K Management (Foundation Year and UPP)
- Year 5 of N23H Management with Digital Business (with Foundation Year and Placement Year)
- Year 5 of N23J Management with Entrepreneurship (with Foundation Year and Placement Year)
- Year 5 of N23G Management with Finance (with Foundation Year and Placement Year)
- Year 5 of N255 Management with Marketing (with Foundation Year and Placement Year)
-
UIBA-N20E Undergraduate Management (with Foundation Year)
- Year 4 of N20E Management (with Foundation Year)
- Year 4 of N23N Management with Accounting (with Foundation Year and Placement Year)
- Year 4 of N23M Management with Accounting (with Foundation Year)
- Year 4 of N23E Management with Digital Business (with Foundation Year)
- Year 4 of N23F Management with Entrepreneurship (with Foundation Year)
- Year 4 of N23D Management with Finance (with Foundation Year)
- Year 4 of N252 Management with Marketing
- Year 4 of N254 Management with Marketing (with Foundation Year)
- Year 4 of N23P Management with Strategy and Organisation (with Foundation Year)
-
UIBA-N20C Undergraduate Management (with Placement Year/Undergraduate Partnership Programme)
- Year 4 of N20M International Management (with Finance)
- Year 4 of N20B Management
- Year 4 of N20D Management (Undergraduate Partnership Programme)
- Year 4 of N20C Management (with Placement Year)
- Year 4 of N20Q Management with Accounting (with Placement Year)
- Year 4 of N236 Management with Digital Business (with Placement Year)
- Year 4 of N237 Management with Entrepreneurship (with Placement Year)
- Year 4 of N232 Management with Finance
- Year 4 of N233 Management with Finance (with Placement Year)
- Year 4 of N253 Management with Marketing (with Placement Year)
- Year 4 of N23L Management with Strategy and Organisation
- Year 4 of N20R Management with Strategy and Organisation (with Placement Year)
- Year 3 of UMAA-G1N4 Undergraduate Mathematics with Business Studies
- Year 4 of UMAA-G1N5 Undergraduate Mathematics with Business Studies (with Intercalated Year)
-
UIOA-EOS Undergraduate Overseas Exchange
- Year 1 of UEOS Undergraduate Overseas Exchange
- Year 1 of UEOS Undergraduate Overseas Exchange
- Year 3 of UPXA-F3N1 Undergraduate Physics and Business Studies
- Year 4 of UPXA-F3ND Undergraduate Physics and Business Studies (with Intercalated Year)
- Year 1 of UIOA-EUS Undergraduate USA Exchange