The overlooked variable in managing human resources of Iranian organizations: workforce diversity – some evidence

Abstract

The primary aim of this paper is to examine the nature and extent of equality of opportunities and diversity policies in employment in the novel context of the Middle East – with a particular focus on Iran. HRM and diversity management specialists argue that equal opportunity practices help organizations capitalize on the benefits of a diverse workforce in terms of reducing turnover and absenteeism, attracting the best workers, increasing sales and marketing efforts, enhancing creativity and innovation, and improving decision making. While such benefits might be true in the context of developed countries, we are critical of their existence in the context of less developed nations. The findings, based on a qualitative study of six cases across two industries, indicate that, in contrast to existing theories, economic evaluations such as cost-minimization of the diverse work groups are the major driving forces behind adopting equal opportunity and diversity practices in employment. Specifically, mutuality of matching the needs of the worker with the needs of the manager is seen to be a major factor influencing the workers' impression towards equality of opportunities and diversity policies.

Keywords:

• diversity management
• equal opportunity
• Iran
• qualitative (case) study

Acknowledgements

The author would like to thank Hugh Scullion, David Collings (National University of Ireland, Galway, Ireland), the anonymous referees and the editor of IJHRM for their very thoughtful contribution and suggestions to improve the manuscript. I also acknowledge the financial support of the Faculty of Social Sciences of Kent University to conduct the field work.

Notes

1. Iran's Outlook for the Next 20 Years: The plan envisages Iran as a developed country with a leading position in the economic, scientific and technological domains of the Middle East region by March 2026.

2. A large-scaled study conducted as part of the GLOBE (Global Leadership and Organizational Behaviour Effectiveness) research programme which surveyed over 18,000 managers in three industries of food, telecommunications, and banking in 62 countries (see House et al. 2004 for further details).

3. Khorasan, situated in the East, is the largest province and one of the most populated regions of Iran. The vast territory of Khorasan once covered parts of today's Afghnistan, Tadzhikistan, Turkmenistan and Uzbekistan when it was called the greater Khorassan. (see www.farsinet.com/mashhad/khorasan.html, last accessed 4 June 2008). Columbia Electronic Encyclopedia (no date), Columbia University Press. Retrieved 12 May 2008 from: www.answers.com/library/Columbia%20Encyclopedia

4. A full copy of the interview guide is available on request.