Performance through Diversity and Inclusion
Leveraging Organizational Practices for Equity and Results
- Available for pre-order. Item will ship after September 21, 2021
This book provides practical guidance for managers, leaders, diversity officers, educators, and students to achieve the benefits of diversity by focusing on creating meaningful, inclusive interactions. Implementing inclusive interaction practices, along with accountability practices, enhances performance outcomes for the organization and improves equity for members of historically underrepresented and marginalized groups.
The book highlights the need to challenge existing approaches that have overemphasized representational—that is, numerical—diversity. For many decades the focus has been on this important first step of increasing the numbers of underrepresented groups. However, moving beyond representation towards a truly inclusive organizational culture that produces real performance and equity has been elusive. This book moves the focus from achieving numerical diversity to achieving frequent, high quality, equitable, and productive interactions that enable individuals to leverage their distinctive talents, and provides the steps to do so. The benefits of this approach occur at the individual, workgroup and organizational levels. Real-life examples of good inclusive practices are provided from across the for-profit, nonprofit and governmental sectors and in various organizational contexts.
The book is ideal not only for those charged with diversity, equity and inclusion efforts in organizations, but also for organizational leaders and managers who can create and/or support the implementing of inclusive organizational practices and also for postgraduate and undergraduate students studying human resource management, organizational behavior, management, or diversity, equity and inclusion.
Table of Contents
Part I: Leveraging the Framework for Inclusive Interactions to Improve Performance and Equity
Introduction: The Elusive Goal: Diversity and Inclusion for Equity and Performance
1. Doing Better: Achieving Equity and Performance from Diversity
2. The Framework: Improving Performance and Equity through Inclusive Interaction Practices
Part II Moving from Diversity to Inclusion: Evidence-Based Guidance for Making Diversity and Inclusion Work
3. Designing Structured Inclusive Interaction Practices
4. Exclusionary Forces: Widespread Social Realities that Inhibit Inclusion
5. The Performance Issue: How Overcoming Exclusion Matters for Workgroup Effectiveness
6. Structured Interaction Practices for Adaptive Behavioral Learning
7. Merit, Accountability and Transparency Practices to Address Equity and Performance.
8. Sustainable Inclusion: Outcomes for Individuals, Workgroups, and Organizations
Part III Achieving Sustainable Inclusion: Multi-Level Outcomes
9. Case Examples: Practices for Inclusive Actions and Accountability
10. Optimizing Performance: Leveraging Inclusive Interaction Practices for Equity and Results
Ruth Sessler Bernstein is an Assistant Professor of Nonprofit Management at Pepperdine University. Her research, which focuses on diversity, equity and inclusion and nonprofit governance, has been published in Nonprofit Management & Leadership, Nonprofit & Voluntary Sector Quarterly, and the Journal of Business Ethics.
Paul F. Salipante is Emeritus Professor at the Weatherhead School of Management, Case Western Reserve University, with engineering and business degrees from M.I.T. and the University of Chicago. His publications cover training for disadvantaged workers, EEO, employment conflict, nonprofit governance, and evidence-informed management.
Judith Y. Weisinger is a scholar, educator and consultant. Her research on diversity, equity and inclusion and on cultural knowing has been published in Nonprofit Management & Leadership, Nonprofit & Voluntary Sector Quarterly, Journal of Business Ethics and the Journal of Management Inquiry.