経済学および管理科学の国際ジャーナル

Diversity Dimensions of India and Their Organization Implications: An Analysis

Abstract

Kavita Meena

Purpose – The benefits accrued from diverse workforce largely depends on how well it is strategically managed for the effectiveness of organization. Diversity management decisions in the organization cannot be viewed as an independent event – it is closely related to the diversity dimensions prevalent in a country context. In different settings, management of diversity needs different approach. The dimensions of diversity vary from country to country, a close insight about country-specific diversity dimensions and their implications is almost essential for developing strategies for managing diversity . The purpose of this paper is to discuss overall fundamental diversity dimensions of India, categorize them and understanding their organization challenges. Design/methodology/approach – The major task is to identify specific diversity dimensions of India and understanding their organization implications in a diverse workforce set up. In this backdrop, an attempt has been made in this paper to discuss overall fundamental dimensions of Indian diversity. Based on the discussion and empirical evidences from past research on Indian organizations, an analysis is made to understand the organization challenges of each dimension of diversity with an objective to help managers to address those diversity dimensions at the time of developing strategy for managing diversity in India Findings – The major socio-cultural and demographic dimension of diversity in Indian context are identified as Caste , language, religion and Gender , age , physical disability , region of origin, sexual orientation. Further, in light of changing legal laws towards transgender, sexual orientation is identified as an emerging dimension of diversity at workplace in coming years. Constructed on Harrison, Price and Bell categorization of diversity dimensions, the demographic and socio-cultural diversity dimensions of India are categorized as visible, partially visible, partially deep and deep. Based on the analysis of literature, the major challenges of each dimension to organization are discussed and summarized. Practical implications – The discussion about the fundamental diversity dimensions in India, and their analysis to understand organization challenges, facilitate global managers in developing diversity management strategies in India. Originality/value – This paper presents a country-specific approach that may be useful to global managers to understand organization challenges of various dimensions.