Ethnic minorities in work: conceptual and empirical challenges Mike Noon Professor of HRM De Montfort University, Leicester. From 01/09/05 Professor of HRM Queen Mary, University of London

Challenge 1: to confront the diversity discourse. Proposition: diversity is essentially a concept that marginalises the importance of equality and suppresses the significance of ethnicity in the workplace. Challenge 2: to expose the dangers of the business case. Proposition: business case arguments are high-risk for ethnic minority employees to adopt because they provide an economic-based rationale for discrimination in certain contexts.

ETHNIC PLURALISM  An increase in designated ethnic categories (especially formalised in the census and by CRE) (Aspinall, 2002).  A recognition of between group differences (African, Caribbean, Indian, Pakistani, Bangladeshi, Chinese, and so forth) (Modood et al., 1997; Berthoud, 2000).  A recognition of within group differences, such as gender, age and religion (Dale et al, 2002).  A recognition of ‘mixed heritage’ identities, such as black British, Asian British and British Muslim (Parekh, 2000).  A recognition of white ethnic minorities, such as Irish, Greek and Turkish (Dustmann et al 2003).  A recognition of the unnamed minorities, such as Arab or middle east heritage (Al-Rasheed, 1996).

‘Diversity’ can mean recognising & valuing difference BUT it is normally less benign in meaning. 1)Dissolving differences 2)Undermining social justice arguments 3)Adopting managerial rhetoric Challenge: To confront the diversity discourse

Diversity….. Diminishes the significance of ethnicity Doesn’t tackle deep, structural problems Marginalises the importance of equality Challenge: To confront the diversity discourse

The weak arguments: Business case proponents blame managers for: 1)Short-termism 2)Having a ‘blinkered’ view of the benefits Proponents give the impression that business-case reasoning is something new Challenge: To expose the dangers of the business case

The dangers: The business case approach can provide a rationale for not pursuing equality initiatives The business case is always contingent The business case is based on flawed assumptions: 1)It falsely assumes irrationality when rationality might prevail 2)It falsely assumes rationality when irrationality might prevail Challenge: To expose the dangers of the business case

In essence the business case is based on the principle that… ‘The market economy… is the most effective enemy of discrimination between individuals, classes and races.’ But should we trust this principle? Challenge: To expose the dangers of the business case

Challenge 1: to confront the diversity discourse. Proposition: diversity is essentially a concept that marginalises the importance of equality and suppresses the significance of ethnicity in the workplace. Challenge 2: to expose the dangers of the business case. Proposition: business case arguments are high-risk for ethnic minority employees to adopt because they provide an economic-based rationale for discrimination in certain contexts.

The conceptual challenges (1 and 2) Implications: a serious rethink of the use of the concepts and their articulation in the goal of equality of opportunity needs to take place among policy makers – be this at local (organisational) level or at macro level. Danger of not meeting the challenges: the loss of the control of the agenda through the mistaken assumption that equality is an issue that can be depoliticised (through language and emphasis) and given an economic rationality free of social justice/human rights concerns.