Minority report. Taking the initiative in managing diversity at BBC Scotland
| Pages | 182-202 |
| DOI | https://doi.org/10.1108/1425450410511089 |
| Date | 01 April 2004 |
| Published date | 01 April 2004 |
| Author | Gillian A. Maxwell |
| Subject Matter | HR & organizational behaviour |
Minority report
Taking the initiative in managing
diversity at BBC Scotland
Gillian A. Maxwell
Glasgow Caledonian University, Glasgow, UK
Keywords Diversity management, Equal opportunities, Television, Scotland
Abstract Academic interest in managing diversity is now developing from conceptual analyses to
practical examples. However, the conceptual relationship between managing diversity and equal
opportunities remains rather blurred. Perhaps investigation of managing diversity in practice may
help bring greater focus to the relationship. This article seeks to bring further insight into the
debate on managing diversity in terms of its link with equal opportunities and key dimensions in
practice. On the basis of consideration of theoretical perspectives and dimensions of managing
diversity, a practical development of managing diversity is discussed in a longitudinal case study of
a proactive diversity initiative in BBC Scotland.
Introduction
Managing diversity can be considered with regard to its historical context
(Kurowski, 2002). The concept has its roots in the USA (Kandola and Fullerton,
1994; Wilson and Iles, 1999), where, since 1964, with the passing of the Civil
Rights Act, discrimination has been unlawful. Much of the effort to secure
equality at work in the USA has been invested in affirmative action principally
to support white women, African-Americans, Latinos and Asians (Ivancevich
and Gilbert, 2000). However, this approach has met with limited success (Cox,
1993). Only very recently has the drive for equality at work had a major boost
with the publication of a highly influential report by the Hudson Institute,
Workplace 2000. This report highlighted imminent difficulties facing
American companies due to demographic changes: no longer could they rely
on their staple supply of human resources. To remain competitive they would
have to rely more on people from diverse groups of the population. Thus
managing diversity – or diversity management as it is often called in the USA
– moved more to centre stage.
In the UK, the move to managing diversity has lagged behind that of the
USA and been more gradual in its emergence. As Noon and Ogbonna (2001,
p. 1) point out: “in both theory and practice it [managing diversity] offers a new
challenge to both conceptualising and tackling the issues of equality,
discrimination and injustice in employment.” Given that the broader banner of
“equality of opportunity” itself comprises a “loose confederation of ideas”
The Emerald Research Register for this journal is available at The current issue and full text archive of this journal is available at
www.emeraldinsight.com/researchregister www.emeraldinsight.com/0142-5455.htm
The author would like to thank Margaret Masson for her valuable and insightful comments on
an earlier draft of this paper.
ER
26,2
182
Received March 2003
Revised July 2003
Accepted August 2003
Employee Relations
Vol. 26 No. 2, 2004
pp. 182-202
qEmerald Group Publishing Limited
0142-5455
DOI 10.1108/1425450410511089
(Cavanagh, 2002, p. 213), perhaps it is not surprising that managing diversity is
challenging. Nevertheless Mavin and Girling (2000) posit that awareness of
managing diversity is becoming more widespread and examples of diversity
schemes, often pitched at recruiting from diverse groups, are beginning to
emerge. This paper seeks to further explore the relationship between managing
diversity and equal opportunities, and to inform insights into managing
diversity in practice. It extends conceptual perspectives to practical
applications in consideration of the key dimensions of managing diversity in
practice. A case study of a race diversity initiative at BBC Scotland is used to
explore the main dimensions of diversity in practice.
Contours of managing diversity
Managing diversity and equal opportunities
Much of the early academic interest in the topic orbited around defining of
managing diversity as a concept and its relationship with equal opportunities
(Liff, 1993; Mavin and Girling, 2000; Maxwell et al., 2001). Taking definitions of
managing diversity first, the term has been defined in a number of ways and
still “lacks any definitive formulation” (Kaler, 2001, p. 51). The definitions
range from broad descriptions of the functions of managing diversity to closely
specified factors of diversity. Ivancevich and Gilbert’s (2000, p. 75) definition is
an example of the former type of definition:
...the systematic and planned commitment by organizations to recruit, retain, reward and
promote a heterogeneous mix of employees.
Bartz et al.’s (1990, p. 321) definition is an example of the latter type:
understanding that there are differences among employees and that these differences, if
properly managed, are an asset to work being done more efficiently and effectively. Examples
of diversity factors are race, culture, ethnicity, gender, age, a disability and work experience.
This latter definition is adopted for the paper because it concentrates on
individual differences, and not the “working patterns of white males” that is
arguably the implicit standard of equal opportunities (Liff, 1997, p. 13). It also
offers some examples of diversity. Personality traits and socio-economic
groupings are further examples of diversity factors.
Turning to the relationship between managing diversity and equal
opportunities, one point of distinction is the very individual differences that
are at the centre of Bartz et al.’s (1990) definition. While the nucleus of
managing diversity is the individual, the focus of equal opportunities is groups,
namely women, ethic minorities and disabled people (Ross and Schneider, 1992;
Kandola and Fullerton, 1994; Kandola, 1995; Liff, 1997) who are afforded some
legal protection against discrimination. As individual differences go beyond
gender, race and disability, managing diversity can be seen to embrace a
broader range of issues (Iles, 1995) and people (Kandola, 1995).
Managing
diversity at BBC
Scotland
183
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