Perceptions of Diversity Management Practices among First- versus Second-generation Migrants

Drawing on an extended case method approach consisting of observations, analysis of organisational documents and semi-structured in-depth interviews with first- and second-generation migrants working in a French car manufacturing company, this article examines how and why diversity management practi...

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Bibliographic Details
Published in:Work, employment and society employment and society, 2020-10, Vol.34 (5), p.844-863
Main Authors: Hennekam, Sophie, Bacouel-Jentjens, Sabine, Yang, Inju
Format: Article
Language:English
Subjects:
Articles: Migrants at Work
Business administration
Conceptual models
Expectations
Humanities and Social Sciences
Justice
Management
Migrant workers
Migrants
Perceptions
Second generation
Selfimage
Social identity
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Summary:Drawing on an extended case method approach consisting of observations, analysis of organisational documents and semi-structured in-depth interviews with first- and second-generation migrants working in a French car manufacturing company, this article examines how and why diversity management practices are perceived differently by first- versus second-generation migrant workers. Using social identity theory and equity theory as a theoretical framework, it was found that firstand second-generation migrants have different social expectations, which, in turn, influence their self-image, as well as their perception of organisational justice. The interaction between their social identity and their perception of justice affects how they appraise diversity management practices in their organisation. The study extends previous research on migrant workers and diversity management by building a conceptual model that outlines how and why diversity management practices are perceived differently by first- versus second-generation migrants.
ISSN:0950-0170
1469-8722
DOI:10.1177/0950017019887335