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Administrative Sciences
Special Issues
Understanding Ways To Address Diversity Issues
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Understanding Ways To Address Diversity Issues

A special issue of Administrative Sciences (ISSN 2076-3387). This special issue belongs to the section "Gender, Race and Diversity in Organizations".

Deadline for manuscript submissions: closed (15 June 2023) | Viewed by 13442

Special Issue Editor

Dr. John Barton Cunningham

E-Mail Website
Guest Editor
School of Public Administration, University of Victoria, Victoria, BC V8W2Y2, Canada
Interests: human resource management issues; leadership, organizational behavior and change; action learning and research

Special Issue Information

Dear Colleagues,

We are inviting submissions for an upcoming issue of Administrative Sciences which focuses on developing a better understanding of ways to address diversity issues. We are particularly interested in illustrating inequalities or ways to address inequalities for women, visible minorities, and indigenous peoples. However, we are open to other populations.
Over the last fifty years, we have witnessed a great deal of interest and enthusiasm for addressing issues relating to reducing gender and racial inequalities. Barriers to diversity and inclusion are wide-ranging and include cultural gaps between groups, negative attitudes, as well as organizational practices which favor certain groups over others, or organizational cultures which are unwelcoming.

Articles which we have currently accepted for this issue of the journal include topics of:

  • Addressing issues of systemic discrimination in the interview process;
  • Recognizing indigenous needs in an inclusive environment; and
  • Recognizing different cultures and climates in implementation: differences affecting gender, minorities, and indigenous initiatives.

We seek other papers for this edition and will work with you in providing feedback to assist you.

We solicit original manuscripts that are grounded in the literature and provoke our thinking about ways to change organizational or human resource practices. Systematic literature reviews and empirical articles using qualitative research and mixed methods are encouraged.

Further, in recognition of the importance of this topic, we have secured funding to pay for publication costs.

We are seeking submissions that illustrate barriers and ideas which help us to address these equities. We are open to:

  • Topics related to groups of women, visible minorities, and indigenous people;
  • Empirical research which illustrates inequities and efforts to address them;
  • Research which implements qualitative methodologies and mixed methods.

Topics might address:

  • Practice-related decision making, communication, and work design;
  • Human resource practices related to recruitment, selection, and training;
  • Illustrations of efforts to develop a multicultural workforce;
  • Examples of cultural change or resistance;
  • Expressions of visible disadvantages and invisible privilege;
  • Efforts to address systemic discrimination.

Please feel welcome to contact the Guest Editor (bcunning @uvic.ca) if you have any questions. We hope that you will make a contribution to this important issue.

Dr. John Barton Cunningham
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access quarterly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Published Papers (4 papers)

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Research

29 pages, 463 KiB  
Article
Engaging First Nations People at Work: The Influence of Culture and Context
by Susanne Thiessen
Adm. Sci. 2023, 13(8), 179; https://doi.org/10.3390/admsci13080179 - 03 Aug 2023
Viewed by 4291
Abstract
The paper seeks to understand organisational context and culture’s influence on engaging First Nations People in Canada in work. Organisations have many opportunities to attract and engage Indigenous people, who have distinct worldviews and unique cultural customs not necessarily reflected in a North [...] Read more.
The paper seeks to understand organisational context and culture’s influence on engaging First Nations People in Canada in work. Organisations have many opportunities to attract and engage Indigenous people, who have distinct worldviews and unique cultural customs not necessarily reflected in a North American workplace. Indigenous people also grapple with the historical and ongoing disparate impacts of settler colonialism that intersect colonial systems in most every area of their lives. This study worked within Indigenous research principles to encourage the articulation of deeply felt experiences and points of view of how First Nations people viewed and interacted with their work. The findings reviewed the experiences of twelve First Nations individuals working in non-Indigenous organisations. Through anti-colonial and critical organisational theoretical lenses, the study reveals how the context and culture that defined this sample of First Nations people shaped their views of what is essential to engaging them in the workplace. The findings illustrate what First Nations people would like to see in a workplace culture, what they feel needs to be recognised as part of their unique Indigenous context, and the approaches and practises that are most important for engaging them. Understanding the effect of context and culture on positive work interactions provides new information for organisational leaders, managers, diversity officers, and Human Resource practitioners to better support First Nations engagement in the workplace. It may also offer an approach to better engaging other culturally diverse organisational groups. The results add value to the fields of critical theory, anti-colonial theory, critical management studies, and Indigenous wholistic theory. The results further the discussion on the processes of decolonization and the recognition of Indigenous and minority rights in the workplace. Full article
(This article belongs to the Special Issue Understanding Ways To Address Diversity Issues)
26 pages, 856 KiB  
Article
Defining the Climate for Inclusiveness and Multiculturalism: Linking to Context
by John Barton Cunningham
Adm. Sci. 2023, 13(4), 100; https://doi.org/10.3390/admsci13040100 - 30 Mar 2023
Cited by 2 | Viewed by 3456
Abstract
The purpose of this paper is to develop a better understanding of how to define a positive climate for inclusiveness that recognizes the context and social environment of participants. In order to study employees working with Indigenous people and minorities in four organizations, [...] Read more.
The purpose of this paper is to develop a better understanding of how to define a positive climate for inclusiveness that recognizes the context and social environment of participants. In order to study employees working with Indigenous people and minorities in four organizations, we used a grounded research approach to define what an inclusive environment might look like. The interview questions gathered examples of experiences which employees valued because they felt more included and not excluded from people they worked with. The experiences fell into four categories, as follows: (i) leadership engaged in supporting inclusiveness within the organization; (ii) leadership engaged in seeking inclusiveness within the community; (iii) being involved in multicultural practices within the organization and community; and (iv) participating in initiatives which encourage engagement and involvement. This paper’s conceptualization of a climate of inclusion is different from other studies, possibly because of the unique context in which service organizations are placed, as such organizations typically work with Indigenous people and minorities. Although we are especially mindful of the danger of generalizing our findings without further research, the scope of this paper might provide some direction for future studies of other organizations. We suggest that there is also a need to be open to methods which allow individuals and groups to define a climate of inclusivity that is relevant to their context; this is because context may be essential for recognizing certain groups of people. Full article
(This article belongs to the Special Issue Understanding Ways To Address Diversity Issues)
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20 pages, 1320 KiB  
Article
Perceived Causes of Career Plateau in the Public Service
by Sean Darling and Barton Cunningham
Adm. Sci. 2023, 13(3), 73; https://doi.org/10.3390/admsci13030073 - 02 Mar 2023
Cited by 1 | Viewed by 2515
Abstract
The purpose of this paper was to develop a better understanding of the causes of career plateau in the public service, focusing on 67 people who we determined to be career plateaued. Our interviews identified examples of incidents describing successes and interruptions in [...] Read more.
The purpose of this paper was to develop a better understanding of the causes of career plateau in the public service, focusing on 67 people who we determined to be career plateaued. Our interviews identified examples of incidents describing successes and interruptions in careers in developing an overall picture of the reasons for people being plateaued. We identified ten themes, which were grouped into three areas: deficiencies in experience, skills and education (four themes); competition skills (four themes); and perceptions of favoritism and discrimination (two themes). In addition to feeling plateaued because of the inability to demonstrate experience, education, and knowledge, many people offered examples of being plateaued because of the lack of interviewing skills or evidence of favoritism and discrimination. Those who are plateaued because of favoritism or discrimination verbalize feelings of disgust and frustration and illustrate a tendency to become less engaged with their work. We think that the negative impacts of favoritism or systemic discrimination have important implications because they are likely to have an impact on employees and their engagement in their work and life. However, as our results are based a sample of 67 government employees in the Canadian public service, they require verification in other settings. Full article
(This article belongs to the Special Issue Understanding Ways To Address Diversity Issues)
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16 pages, 612 KiB  
Article
From Easter Eggs to Anti-Police Sentiment: Maintaining a Balance in Policing during the Three Pandemic Lockdowns in England and Wales
by Jenny Fleming and Jennifer Brown
Adm. Sci. 2023, 13(1), 14; https://doi.org/10.3390/admsci13010014 - 05 Jan 2023
Cited by 1 | Viewed by 1822
Abstract
The three lockdown periods across 2020–2021 due to COVID-19 had significant consequences for police. Pandemic lockdown experiences were explored based on online interviews with 25 officers of varied ranks and from across five regions in England and Wales. The analysis demonstrates the existence [...] Read more.
The three lockdown periods across 2020–2021 due to COVID-19 had significant consequences for police. Pandemic lockdown experiences were explored based on online interviews with 25 officers of varied ranks and from across five regions in England and Wales. The analysis demonstrates the existence of two counter-prevailing dynamics in the working world of police in England and Wales across the three lockdown periods. Changing government directives, deteriorating relationships between the police and the public and senior officers’ sensitivity to the needs of the workforce, were foci of concern and discussion. On reflection, officers acknowledged that relationships between senior management and police improved over the three lockdowns. However, officers found it difficult to balance the demands of the profession and the claims of the state while seeking to retain policing by consent with an increasingly fractious public unsettled by restrictions to their freedom of movement and government activity. Full article
(This article belongs to the Special Issue Understanding Ways To Address Diversity Issues)
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