The presence of inequalities in the modern workplace is self‐evident to most people, but is a daily reality to many. A closer examination reveals that some social groups are disproportionately represented in different occupations, and across hierarchical levels within organisations. One must ask why, in such a competitive business market with unrelenting skill shortages, such a phenomenon exists. While no simple answer is adequate for such a complex issue, the evidence points to the pervasiveness of discrimination. Following the World War II human rights movements and the subsequent globalisation of business and culture brought increased the requirement for society and organisations to remove historical and institutional discriminatory practices, and to respond more effectively to the needs of a diverse workforce. Although issues of diversity and discrimination have been recognised internationally, the way in which diversity has been responded to differs dramatically. This book addressed of race discrimination and diversity in the workplace further, and examines the development of diversity management in the USA and, more explicitly, in the European Union (EU).
The book brings together a range of literature into one concise volume in a readable format for readers new to the field of diversity and discrimination. As part of the Research in Migration and Ethnic Relations Series, this book is one of many Wrench has published on issues of race discrimination in Europe. Other publications by this author include several critiques of organisational strategies for combating discrimination in the workplace.
The book has two main purposes – firstly, to provide an overview of concepts related to the practice of diversity management; and secondly, to provide a context for understanding how diversity management has developed in the EU, particularly since the early 1990s. The book also aims to highlight relevant issues for those wishing to “observe or research the development of diversity management in the European Union” (p. 2), and to provide a platform for future research in previously under‐examined areas. Wrench's book is effective in providing an overview of diversity issues, and various stimuli and responses to these, but is less effective in illustrating pivotal areas for future research.
The author acknowledges that while diversity management encompasses a broad range of “differences” the focus of this book is on issues of employment‐related discrimination related to race and ethnicity. Furthermore, the book is relevant to “intranational” rather than cross‐national diversity management practices. That is, the management of diversity across a single national organisational context, rather than across countries.
It is clearly noted that the book does not attempt to comprehensively review the extensive literature on diversity management in North America or Europe, nor does it attempt to provide an account of current practices in Europe. Rather, it focuses on three main ideas – the utility of diversity management ideology and practice, the value of diversity management compared with anti‐discrimination measures, and the impact contextual factors will have on the development of diversity management in various EU countries.
In keeping with its focus on providing an overview of diversity management in the EU, this book draws on existing literature from both peer‐reviewed and general sources, from America, Canada, Europe, Australia and New Zealand. It does not attempt to introduce new data, although it does base much of its discussion on information from the European Monitoring Centre of Racism and Xenophobia (EUMC). It also claims to include some material from interviews with diversity management consultants, and employees of NGOs and other diversity‐related agencies, although where such contributions are included is not readily evident in the text.
The structure of the book is clear and simple, comprising seven fairly concise chapters. The first chapter clearly defines the parameters of the book, and introduces the reader to some of the concepts and definitions related to diversity management. Overall this chapter is easy to read and provides an inviting start to the book. Unfortunately, while the parameters of the book were intentionally defined at outset, these may have been better included in a preface rather than the introduction.
Chapter 2 provides an overview of diversity management in the USA. Although brief, this chapter identifies some of the major historical origins of diversity management in North America. The chapter then moves to more of a business‐related perspective, identifying seven “best practice” groupings, factors affecting diversity policy in organisations, some common diversity initiatives, and the general effectiveness of these. The latter sections revert back to a broader perspective, identifying the four major turning points or “phases” in the development of diversity management (the demographic, political, economic, and critical phases), and some of the major differences between the US and European contexts. The majority of the chapter's discussion is based on work by dual‐authors, and complemented by perspectives of other researchers.
Chapters 3 and 4 examine diversity management in EU countries. Chapter 3 provides a clear and informative background of diversity management in Europe. While many of the issues that brought about the need for diversity responses in the USA are relevant to the European context, a number of unique factors have lead to different experiences in many European countries. European countries have fewer ethnic minorities, estimated at 5‐6 per cent compared to 25 per cent in North America, bringing about different drivers, needs and responses. EU countries have also been able to learn from the experiences in the USA, particularly in regard to the backlash and ineffectiveness of affirmative action policies. Like the US, legislation has provided a foundation for diversity responses in some EU countries, although the legal pressure not as great as in the US. The chapter identifies some of the key drivers for developing anti‐discrimination measures in the EU, and then discusses in sufficient detail four key initiatives that emerged in the 1990s providing an important historical and developmental perspective. The latter part of the chapter describes a new typology for retrospectively examining organisational practices. This typology describes six different levels or groups of activity in combating discrimination, which differs from the narrow, training‐based approach of the ILO typology implemented in the 1990s. It is not clear where this typology hails from, although the author notes its subsequent development and publication. The typologies are primarily a tool for examining the classification of diversity practices and contributing to a better understanding of their significance. However, they may also be relevant in identifying a theoretical framework and developmental trajectory.
Chapter 4 focuses on convergence and constraints in diversity practice. This chapter presents a brief overview of the diversity movement in several European countries, and introduces several key theories that underpin diversity responses, which may also be useful in identifying potential convergence in such responses. The impact of cultural, political, institutional and historical factors provide a basis on which to understand differences in responses to diversity and the development of diversity management in Europe compared with the USA. In particular, the influential role of trade unions in the EU is noted, as well as the different responses across national boarders because of such factors.
Chapter 5 provides a good overview of the main criticisms of diversity management, and examines the two dominant perspectives of diversity responses, from the left and right. Unfortunately a leading source (Jewson and Mason, 1986) was not included in developing this chapter, and might have contributed to a richer discussion of the liberal and radical perspectives that underpin diversity responses internationally; in particular, the rationale for legislative and non‐legislative responses.
A key criticism of diversity management is that by taking a “soft” approach, for example, by valuing cultural diversity, it has weakened the effectiveness of more direct and harder anti‐discrimination responses. Chapter 6 examines this criticism in more depth by comparing the intent and practice of diversity management with anti‐discrimination measures. This fairly brief chapter provides a compendium of relevant key concepts in a manner ideal for a reader who is new to this field. The final chapter raises a number of unresolved issues affecting diversity management both now and in the future, and addresses further limitations in the scope of the book.
Although the author explicitly notes his reliance on selected key sources of information for this overview, this was still a major weakness of the book. The over‐reliance on only a few, albeit relevant, sources unfortunately conveyed a lack of breadth needed for a strong and informed critique. In addition, the key literature on North American approaches was published a decade prior to this book and, while still relevant, it would have been good to see more extensive use of recent research literature.
Overall, Wrench's book provides an informative overview of issues and responses related to diversity management. This book is well worth reading by newcomers to this field, for example, student groups, researchers, policy makers and consultants, or for those interested in a European context to diversity management. While ideal as an introductory text, those wishing to develop a more in‐depth understanding of country‐specific issues or research opportunities will need to supplement this book with further material.
