Module manager: Emma Hughes
Email: e.s.hughes@leeds.ac.uk
Taught: Semester 2 (Jan to Jun) View Timetable
Year running 2024/25
This module is approved as a discovery module
The module critically engages with the theory and practice of diversity management. The first half of the module provides an overview of the history of diversity management, reflecting on the social, political, and economic developments that have led to its emergence as an HRM (Human Resource Management) practice. It further examines the rationale for, backlash against, and critique of diversity management. The second half of the module critically evaluates the practices of diversity management within HRM, such as, action plans, training, mentoring, recruitment and reward, and flexible working, by drawing upon a range of case studies from varied contexts around the world.
This module aims to (a) develop a critical perspective on diversity management by understanding it in varied historical and contemporary contexts, (b) understand how organisations may practice diversity, and (c) learn to evaluate the function and potential of various diversity initiatives/strategies.
Upon completion of this module students will be able to:
- Illustrate how and why diversity management has become dominant in Human Resource Management;
- Reflect on the legitimacy of diversity management in organisations;
- Critically evaluate diversity management strategies and initiatives.
Upon completion of this module students will be able to:
Transferable
- Deploy skills of analysis and critical thinking
- Identify and evaluate relevant theory and practice evidence to support an argument
- Write coherently and concisely
- Plan and organise work within time constraints
Subject specific
- Articulate the arguments for, critique of, and common practices in diversity management around the world
Indicative content
This module draws on global scholarship to examine the emergence of diversity management as an important aspect of Human Resource Management. It engages with the development of the theory of diversity management and uses various examples of diversity practices - action plans, flexible working, staff networks, training, mentoring - to assess the efficiency of diversity management in addressing social and workplace inequalities, including of gender, class, caste, race, age, disability, sexual orientation. An indicative list of lectures is appended below.
1. What is Diversity Management?
2. Diversity, Globalisation, and Intersectionality
3. Is/Should there be a business case for diversity management?
4. The practice of Diversity Management
5. Critiques of Diversity Management
6. Diversity planning (e.g., diversity data monitoring, action plans, training)
7. Diversity recruitment (e.g., diversity statements, blind CVs, job advert placements)
8. Inclusive workplaces (e.g., staff networks, mentoring, pay and reward)
9. Flexible workplaces (e.g., flexible and remote working, especially in relation to COVID)
10. Accessible workplaces (e.g., accessibility infrastructure, gender neutral toilets)
11. Revision
| Delivery type | Number | Length hours | Student hours |
|---|---|---|---|
| Lecture | 11 | 1.5 | 16.5 |
| Seminar | 10 | 1 | 10 |
| Private study hours | 173.5 | ||
| Total Contact hours | 26.5 | ||
| Total hours (100hr per 10 credits) | 200 | ||
This will include a variety of activities, such as reading academic and non-academic texts, watching videos, researching case studies, and exam preparation.
The seminars will help to prepare for assessment through activities, such as, discussion groups, seminar leadership, and written and oral presentations.
| Assessment type | Notes | % of formal assessment |
|---|---|---|
| Essay | 3,000 Words | 70 |
| Presentation | Group presentation 10-15 minutes | 30 |
| Total percentage (Assessment Coursework) | 100 | |
The resit for this module will be 100% by 3,000 word coursework.
The reading list is available from the Library website
Last updated: 4/29/2024
Errors, omissions, failed links etc should be notified to the Catalogue Team