Managing Workplace Diversity and Inclusion | Units of study... | Swinburne University of Technology

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HRM70012 12.5 Credit Points Hawthorn Available to incoming Study Abroad and Exchange students

Duration

One semester or equivalent

Contact hours

On-campus unit delivery combines face-to-face and digital learning.

2023 teaching periods

Hawthorn Higher Ed. Semester 2
Dates: 31 Jul 23 - 29 Oct 23 Results: 5 Dec 23 Last self enrolment: 13 Aug 23 Census: 31 Aug 23 Last withdraw without fail: 15 Sep 23

Hawthorn

Higher Ed. Semester 2

Dates:
31 Jul 23 - 29 Oct 23

Results:
5 Dec 23

Last self enrolment:
13 Aug 23

Census:
31 Aug 23

Last withdraw without fail:
15 Sep 23

Aims and objectives

This unit will commence 2019

This unit introduces students to the roles diversity and inclusion have in enhancing the performance of employees and their organisation. It illustrates how the benefits of diversity can be realised, and how its challenges can be overcome, through effective management and HR policies and practices. In doing so, it emphasises the close relationship that should be established between diversity and inclusion in building a fair and equitable workplace. Furthermore, it connects diversity and inclusion issues with aspects of employee health and well-being, professional identity, and cross-cultural management. Approaches to evaluating diversity and inclusion program effectiveness in organisations are also discussed.

Students who successfully complete this unit will be able to:

1. Demonstrate coherent and advanced knowledge of the concepts and theoretical constructs that enhance understanding of difference and diversity as intrinsic to the development of individual, team and organisational knowledge and skills.
2. Critically evaluate the issues associated with developing and implementing diversity and inclusion initiatives that are equitable and sustainable within the workplace.
3. Critically analyse the psychological processes that influence our own and others' assumptions, attitudes and stereotypes regarding differences in diversity.
4. Critically evaluate the ethical, social justice and professional issues associated with diversity management in the contemporary workplace from the perspective of different stakeholders.
5. Critically reflect on the role of line managers and the senior management team in managing and leading diverse teams.

Unit information in detail

- Teaching methods, assessment, general skills outcomes and content.

Teaching methods

Face to Face scheduled hours:

Lectures/workshop (12 x 2 hours)

Online lectures and discussion boards (12 x 1 hour per week)

Student workload:
For all teaching and learning structures (both face to face and online), students are expected to spend an average of 150 hours per unit in total over the duration of the study period

This includes all:
• Scheduled teaching and learning events and activities (contact hours timetabled in a face-to-face teaching space) and scheduled online learning events (contact hours scheduled in an online teaching space), and
• Non-scheduled learning events and activities (including directed online learning activities, assessments, independent study, student group meetings, and research)

To be successful, students should:
• Read all prescribed materials and/or view videos in preparation for each class
• Attend and engage in all scheduled classes (face to face or online)
• Start assessment tasks well ahead of the due date, and submit assessments promptly
• Read / listen to all feedback carefully, and consider it for future assessment
• Engage with fellow students and teaching staff (don’t hesitate to ask questions)

Assessment

1. Report (Individual) 10 - 20%
2. Research Report (Individual) 30 - 50%
3. Presentation (Group) 30 - 40%

4. Project Report (Group) 10 - 20%

General skills outcomes

Teamwork skills
Problem solving skills
Analysis skills
Communication skills
Ability to tackle unfamiliar problems
Ability to work independently

Content

Theoretical underpinnings of diversity in terms of categorisation and identity
The business case for diversity and Inclusion
The social and demographic changes, from a global and local perspective, that are relevant to understanding diversity management
Visible and invisible diversity in the workforce: visible minorities (race, ethnicity, gender, indigeneity); invisible diversity (diverse sexualities, gender identities, linguistic and cultural diversity)
Evaluating the effectiveness of implementing diversity and inclusion programs
Cross cultural management
Mental health and wellbeing in the diverse workforce
The legal and ethical landscape of diversity management practice and corporate governance: social justice, equity and fairness in the workplace
Inclusion, privilege and structural inequalities
Professional identity and advocacy roles
Top management team diversity and board diversity: their relevance to dynamic environments
Managing tensions in a diverse workforce: working with others who hold conflicting social and cultural values
The future of diversity initiatives

Study resources

- Reading materials and references.

Reading materials

Students are advised to check the unit outline in the relevant teaching period for appropriate textbooks and further reading.

References

Nelarine Cornelius (2002) Building workplace equality: Ethics, diversity and inclusion. Andover UK: Cengage Learning EMEA.

Inge Bleijenbergh, Pascale Peters & Eric Poutsma (2010) Guest Editorial: “Diversity Management Beyond the Business Case“, Equality, Diversity and Inclusion: An International Journal, Vol. 25, pp. 413-421.
Geraldine Healy, Gill Kirton & Mike Noon (eds.) (2011) Equality, Inequalities and Diversity: Contemporary Challenges and Strategies. (Basingstoke, UK:Palgrave Macmillan).
Klarsfeld, Alain, Ng, Eddy, Tatli, Ahu (2012) ‘Social regulation and diversity management: A comparative study of France, Canada and the UK’, European Journal of Industrial Relations, 18(4), 309-327.
Kulik, C. (2014) ‘Working below and above the line: the research-practice gap in diversity management’, Human Resource Management Journal, 24(2): 129-144.
Soldan, Zhanna & Nankervis, Alan (2014) ‘Employee Perceptions of the Effectiveness of Diversity Management in the Australian Public Service: Rhetoric and Reality’, Public Personnel Management, Vo. 43 (4): 543-564.
Tatli, Ahu (2010) ‘A multi-layered Exploration of the Diversity Management Field: Diversity Discourses, Practices and Practitioners in the UK’, British Journal of Management, Vol. 22, Issue 2, June: 238-253.