Shaping Inclusive Workplaces Through Social Dialogue (eBook)

Alicia Arenas is Associate Professor at the University of Seville. Her research has been focused on Social Cognitive Theory and self-regulatory mechanisms in different applied areas. Currently, she is working on diversity and occupational health psychology. From her position as coordinator of Master Programs in Work and Organizational Psychology and Human Resources Management, she focuses on how to develop diversity policies in order to improve well-being and health. Donatella Di Marco is PhD in Work and Organizational Psychology.  Her research focuses on diversity and discrimination at work. She explores to what extent protected groups are victims of modern forms of discrimination (e.g., selective incivility), highlighting consequences of such behaviors at a personal and organizational level. At the moment, she is carrying out her post-doctoral research at University of Seville, Spain. Lourdes Munduate is Full Professor of Organizational Psychology at the University of Seville (Spain). Her research focuses on conflict management, negotiation, power dynamics, and employment relations. She is (co)author of international scientific journals and she also publishes regularly for practitioners.  She is member of the Executive Committee of the International Association of Applied Psychology (IAAP), and Chair of the Spanish Research Agency for Psychology (ANEP). She holds the Lifetime Achievement Fama Award by University of Seville. ="" (paris)="" kopenhagen="" (denmark).="" (co)author="" more="" than="" 120="" publications="" an="" experienced="" consultant="" mediator.

Foreword 6
Contents 9
Reframing Inclusive Workplaces 11
1 Dialogue for Inclusion: When Managing Diversity Is not Enough 12
1.1 The Role of Social Dialogue in Organizational Continuous Change 14
1.2 A Way to Go: From Diversity Toward Inclusion in the Workplace 16
References 28
2 General Concepts About Inclusion in Organizations: A Psychological Approach to Understanding Diversity and Inclusion in Organizations 31
2.1 A Psychological Approach to Diversity 31
2.2 Social Identity and Categorization 32
2.3 Psychological Theory and Approaches to Managing Diversity 32
2.3.1 Colorblindness and Assimilation 33
2.3.2 Multiculturalism 34
2.4 Building XXI Century Inclusive Organizations: Psychological Challenges and Benefits 35
2.5 Conclusion 37
References 38
3 ‘Getting In,’ ‘Staying In,’ and ‘Moving On’: Using Standards to Achieve Diversity and Inclusion 40
3.1 Introduction 40
3.2 Developing the Code 42
3.3 Principles and Definitions 43
3.4 Benefits of Adopting This Standard 44
3.5 Influencing Others: Going Beyond the Organization 45
3.6 Implementation: From Principle to Action 46
3.7 Maturity and Benchmarking 51
3.8 Leadership Commitment: Direct—Resource—Communicate and Monitor 53
3.9 Managing Change 54
3.10 Discussion 55
References 56
4 Social Inclusion on the European Policy Agenda 59
4.1 Introduction 59
4.2 The Concept of Inclusion on the European Agenda 60
4.3 European Policy Initiatives 60
4.4 Policy Initiatives for Specific Groups 61
4.4.1 Addressing Challenges of the Youth 62
4.4.2 Social Integration of Migrants and Refugees 63
4.5 Social Inclusion at the Workplace Level 66
4.6 European Social Partners 68
4.7 International Initiatives for the Inclusion of Youth, Migrants and Refugees 69
4.7.1 Youth Programmes 69
4.7.2 Migrants and Refugees 71
4.8 Conclusions 72
References 74
Following the Circle of Inclusion 76
5 Showcase—“Believe in Diversity and Act Accordingly” Diversity, Inclusion, and Social Dialogue at BNP Paribas 77
5.1 Organizational Social Dialogue at BNP 79
5.2 Specific Actions Taken at BNP to Promote Diversity and Inclusion 80
5.3 Other D& I Actions at BNP Paribas Fortis
5.3.1 Diversity Managers 84
5.3.2 Diversity as Source of Innovation 85
5.3.3 Active Networks 85
5.3.4 Diversity Week 86
5.3.5 Global People Survey 86
5.4 Challenges for BNP in the Near Future 87
5.5 Recommendations 87
5.6 Conclusions 88
Acknowledgments 89
References 89
6 Inclusive Recruitment? Hiring Discrimination Against Older Workers 91
6.1 Introduction 91
6.2 Design of the Study 93
6.3 Results 95
6.4 Discussion and Implications for Organizations and Social Partners 100
6.4.1 Inclusive HR Policies Begin at the Recruitment Stage 101
6.4.2 Social Dialogue to Promote Fair Recruitment 102
6.5 Conclusions 104
References 104
7 Inclusive and Discrimination-Free Personnel Selection 107
7.1 Introduction 107
7.2 Procedures and Techniques for Inclusive Personnel Selection 109
7.3 Applicant Reactions 113
7.4 Justice Principles for an Inclusive and Discrimination-Free Personnel Selection Procedure 116
7.5 Conclusions 119
References 120
8 Designing Work for Inclusiveness 124
8.1 Introduction 124
8.2 Developments in the Labor Market 125
8.3 The Need for Inclusive Organizations 127
8.4 The Approach: Redesigning Work to Create New Jobs 129
8.5 Inclusive Work Design in Practice 134
8.6 Conclusion 137
References 138
9 The Socialization Process: Helping Organizations Integrate People with Disabilities into the Workplace 141
9.1 Workplace Accommodation of People with Different Capabilities 141
9.2 Socialization Processes for Workers with Disabilities 142
9.3 Key Points to Designing Inclusive Socialization Processes 144
9.3.1 Preparing Newcomers with Disabilities and Adjusting Expectations 144
9.3.2 Preparing Organizations for the Successful Integration of People with Disabilities 146
9.3.3 Working with Socialization Agents 147
9.3.3.1 How to Work with Supervisors 147
9.3.3.2 How to Work with Coworkers and Work Groups 149
9.3.4 Encouraging Serial Socialization Tactics 150
9.4 Conclusions to Facilitate Inclusive Socialization Processes 151
Acknowledgement 152
References 152
10 Cultural Diversity and Inclusion in Brazilian Organizations: Challenges for Training of Minorities Groups 155
10.1 Introduction 155
10.2 Brazilian Literature on Diversity and Inclusion 156
10.3 Diversity and Inclusion in Brazil 162
10.3.1 What’s the Scenario? 162
10.3.2 Main Practices in Brazilian Organizations: Affirmative Action and Diversity Training 162
10.3.2.1 Affirmative Action in the Public and Private Sectors 162
10.3.2.2 From Diversity to Inclusion: Training 164
10.4 Conclusions and Agenda 166
References 168
Companies’ Websites 170
11 A Safe Place for All: Social Dialogue and Workplace Harassment 171
11.1 Introduction 171
11.2 Positioning Harassment as a Legal, Moral, and Business Issue 172
11.2.1 The Legal Case 173
11.2.2 The Moral Case 173
11.2.3 The Business Case 174
11.3 Standard Setting and the Role of Social Dialogue 175
11.3.1 The Source of Standards of Around Harassment 175
11.3.2 European-Level Standards 176
11.3.2.1 Autonomous Framework Agreement on Harassment and Violence at Work 176
11.3.2.2 Implementation of Standards—National, Sectoral, and Company Action 177
11.3.3 Standard Setting—Social Dialogue or Unilateral Action? 179
11.4 Enforcement and the Role of Social Dialogue 180
11.4.1 Collectivism, Individualization, and Arguments for Dealing with Harassment 180
11.4.2 Enforcement—Antagonism, Marginalization, or Cooperation? 181
11.4.2.1 Formal Antagonism 182
11.4.2.2 Informal Resolution and Risks of Marginalization 182
11.4.2.3 Informal Resolution and Opportunities for Cooperation 183
11.5 Implications for Research and Practice 184
References 185
12 Unlocking Closets at Organizations 188
12.1 LGB People at Organizations 189
12.2 Disclosing Sexual Orientation: Do Organizational Actors Play a Role? 190
12.3 The Subtle Power of Workplace Incivility 191
12.4 Is a Discrimination-Free Workplace Enough? 193
12.5 New Frontiers of Diversity Management Through Social Dialogue 195
12.5.1 Unlocking Closets Through Social Dialogue 196
12.5.2 Direct Participation to Foster LGTBI Inclusion at Work 197
12.6 Conclusion 198
References 199
13 Showcase: Inclusive HR Policy in Times of Change 202
13.1 Introduction 202
13.2 Description of the Situation: Major Change 202
13.3 Guiding Principles for an Inclusive Policy 203
13.4 Inclusive Approach of the Change 204
13.5 Lessons Learned 207
13.6 Conclusion 208
References 208
14 Social Dialogue as a Sustainable Career Development Practice to Combat (Meta)Stereotyping 209
14.1 Sustainable Career Development for Shaping Inclusive Workplaces 209
14.2 Social Dialogue, Employability, and (Meta)Stereotyping 211
14.2.1 Social Dialogue 211
14.2.2 Negative (Meta)Stereotyping Threatening Worker’s Employability 212
14.2.3 Preliminary Insights into How Metastereotyping of Older Workers Can Affect Their Self-reported Employability 214
14.3 Discussion and Conclusion 215
14.3.1 Shaping Inclusive Climates and Preventing Stereotyping in View of SCD 215
14.3.2 Avenues for Future Research 217
14.3.3 Conclusion 218
References 219
15 Developing Multiple Careers: Dealing with Work–Life Interaction 221
15.1 Introduction 221
15.1.1 Diverse Career Development. Considering Gender and Life Stage Diversity 223
15.2 Promoting Diverse Work–Life Experiences. Organizational Conditions for Social Dialogue at the Ground Floor 224
15.2.1 Dealing with Work–Life Policies to Reduce Work–Life Conflict: The Accommodation Model 226
15.2.2 Promoting Organizational Work–Life Culture to Increase Work–Life Enrichment: The Work Redesign Model 228
15.3 The Role of Supervisors in Diverse Career Development 230
15.4 Empowering Employees to Proactively Manage Their Career 232
15.5 Conclusion 233
Acknowledgement 234
References 234
16 Inclusive HRM in West Africa? Women’s Religious Congregations in Nigeria 238
16.1 Introduction 238
16.2 Nigerian Context: An Overview 239
16.3 Female Religious Congregations as Inclusive Organizations 241
16.4 Leadership and Dialogue Within this Women's Religious Organization 242
16.4.1 Election of Leaders and Social Dialogue 242
16.4.2 Purpose of Leadership and Leadership Structure 243
16.4.3 Social Dialogue 245
16.4.4 Further Education and Development of Leadership Skills 245
16.4.5 Servant Leadership as a Concept to Realize Inclusion 246
16.5 Conclusion: Servant Leadership as a Way to Promote Inclusion 247
References 247
17 Showcase—Creating Inclusive Organizations: The Case of CIEE, a Nonprofit Study Abroad and Intercultural Exchange Organization 250
17.1 Introduction 250
17.2 Organizational Characteristics. The CIEE Difference in Employment Relations 251
17.3 Conclusion 257
References 257
Turning the Wheel of Inclusion 258
18 The Circle of Inclusion: From Illusion to Reality 259
18.1 The Long Journey to Inclusion 259
18.2 Go Forward: The Need of Organizational Change Through Social Dialogue 264
18.2.1 Managing for Change, Managing for Inclusion 265
18.3 Beyond the Business Case: The Social Justice Issue 266
18.4 Conclusions 267
References 268