Cultural diversity management in Australian manufacturing organisations

Marilyn Fenwick, Christina Costa, Amrik S. Sohal, Brian D'Netto

    Research output: Contribution to journalArticlepeer-review

    14 Citations (Scopus)

    Abstract

    Australia has a high level of cultural diversity, particularly within the manufacturing sector. Yet the management of cultural diversity in Australia has only been mediocre. The aim of this study was to examine whether human resource diversity management practices in theAustralian manufacturing sector have improved since the previous study by D’Netto and Sohal (1999). The intervening period has been characterised by the progression of diversity management research and practice from nascency to acceptance as a mature sub-fieldof management and human resource management. In addition, significant changes have occurred in the manufacturing sector. The results of our study of 119 manufacturing organisations indicated that positive changes in HR diversity management have occurred with the passage of time. The overall performance of manufacturing organisations in Australia, with respect to the use of human resource diversity management practices is no longer ‘mediocre’ and can now be classified as ‘above average’. While there is still considerable scope for improvement, especially in the area of recruitment, we found that employers in the Australian manufacturing sector value diversity and recognise the benefits of diversity. We explain the findings of our study and discuss the implications for future research.
    Original languageEnglish
    Pages (from-to)494-507
    Number of pages14
    JournalAsia Pacific Journal of Human Resources
    Volume49
    Issue number4
    DOIs
    Publication statusPublished - 2011

    Fingerprint

    Dive into the research topics of 'Cultural diversity management in Australian manufacturing organisations'. Together they form a unique fingerprint.

    Cite this