The last decades have seen a paradigm shift from affirmative action to diversity management, paralleling changes in legal and social policy, organizational structure, and the global economy. Not only is the American workforce increasingly diverse in terms of gender, race, and ethnicity, but in a global marketplace business success entails interacting with a vast array of national and cultural groups. The purpose of this qualitative phenomenological research study utilizing a modified van Kaam method by Moustakas (1994), with semi structured taped and transcribed interviews of women managers' from different organizations using NVivo© Software, is to explore the lived experiences and perceptions of the diversity initiatives of organizations. Over the years there have been many studies on stereotypes, diversity and affirmative action within organizations. Studies have been done based on race, gender and age issues within organizations. As a society we have moved from affirmative action, a public policy, to diversity management more of a social policy. This study investigated whether women managers' perceptions of their organizations diversity initiatives are congruent. Six dynamic themes emerged from the interviews with the women.
|Adviser||Lloyd C. Williams|
|Subjects||Women's studies; Management; Occupational psychology|
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