Panorama da gestão da diversidade: um estudo em filiais brasileiras de empresas multinacionais

• Autor(a) principal: Santos, Eduardo Estellita de Oliveira
• Data de Publicação: 2020
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Biblioteca Digital de Teses e Dissertações do Mackenzie
• Texto Completo: http://dspace.mackenzie.br/handle/10899/26588
• topic: gestão da diversidade; inclusão; entrevista etnográfica; raça; gênero; pessoas com deficiência; LGBT; cultura brasileira; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS::ADMINISTRACAO DE RECURSOS HUMANOS

Since the 1990s, the concept of Diversity Management (DM) has received increasing attention from organizations and the academic community and has undergone successive theoretical and empirical complexifications. However, the literature review that we conducted pointed to a lack of comparative studies of DM programs across organizations. This study aims to analyze the DM programs implemented in eight Brazilian branches of multinational corporations, by means of a conceptual framework that integrates diversity paradigms, policies, and programs. To this end, we conduct a two-part qualitative research with eleven Diversity and Inclusion (DI) managers. We use the ethnographic interview method (SPRADLEY, 1979) to build the script, conduct the interviews and analyze the results. In the first study, we explore the organizational context in which the branches have developed their programs. In the second, we survey the DM initiatives implemented through a questionnaire containing 106 initiatives, assessing the breadth, maturity, and homogeneity of the programs in four dimensions of diversity: gender, race, people with disabilities and LGBT+. We found in the aggregate analysis that the DM programs had a large amount of initiatives but had low levels maturity and homogeneity across the dimensions of diversity. Half of the companies did not have an inclusive DM program in any of the four dimensions of diversity, although all DI managers often mentioned the term 'inclusion'. In addition, we found evidence of mimetic isomorphic processes in the institutional field and identified five conditioning factors of DM programs: size of the branch, degree of centralization, DI manager¿s dedication, support from senior leadership and headquarter¿s national origin. Finally, we identified three traits of Brazilian culture that influence the local implementation of the programs: personalism, foreignism and formalism. Through the adoption of a simultaneously comprehensive and in-depth investigation, the research contributes to the advancement of academic literature on the subject; it formulates an evolutionary framework for DM and expands the set of structural and cultural factors conditioning the implementation of local DM programs.