While business schools are mostly associated
Monte Carlo simulations, the fact remains that all organisations must deal with one fundamental reality: human beings in all their diversity. Beyond
also means recognising that societal phenomena like Black Lives Matter and #MeToo have deep managerial implications. As diversity on the ground increases, it faces new discourses that promote local interests, values, and identities. Trying to bridge the gap between these 2 poles, a recent paper seeks to identify how
contributing to make the world a better place.
Surveying managerial literature from around the world on diversity, inclusion and equity as part of a special issue of Journal of Management Studies, the paper emphasises 5 overarching themes calling for more academic research as well as practical responses: (1) Addressing the interplay between diversity and inequality: While researchers have studied factors like gender, religion and class as markers of diversity, little work has been done to study the interplay between diversity as individual empowerment and the persistence of inequality between groups (2) Bringing-in diversity context and diversity-related ideologies: Since our lived
organizational culture and even team interactions, researchers need to account for context when studying diversity (3) Digging deeper into deep-level diversity: If visible ‘surface-level’ forms of diversity such as gender and ethnicity are well studied, less visible forms of diversity – called “deep level” – such as religion and sexual orientation have yet to receive the same level
embryonic. (4) Incorporating the role of large-scale demographic and technological shifts : Individuals
and companies are part of increasingly volatile environments experiencing important demographic and technological shifts. As political and economic crises trigger mass immigration and population aging adds to labour shortages in many countries, not all citizens are comfortable about newcomers. Meanwhile, technology continues to disrupt how we live. (5) Uncovering additional mechanisms and conditions through which diversity operates: Because research
sword’. Researchers are now asking deeper questions to investigate the mechanisms behind diversity’s impact.
While research is ongoing, organisations can’t by stakeholders ranging from clients to investors. Firms unsure about how to proceed could consider working to explore how they can adopt inclusive practices of diversity is the premise of achieving inclusion and and implement policies to deter and punish careerdestructive sexual assaults in the workplace. Meanwhile, multinationals should examine how their global value chains can reproduce patterns of discrimination and seek to apply coherent and consistent HR policies and procurement standards a cro ss countries.
By the same token, the growing reliance on contract to entrench discriminatory practices. More are to be done with these employees given the potential ‘invisible’ equity related issues. Businesses should also do more han simply checking “boxes” on surface-level diversity given that ‘deep level’ diversity seems to matter more over time. It’s a brave new management world indeed!
Prof. Liqun Wei Professor Department of Management
The Centre for Human Resources Strategy and Development (CHRSD) of the HKBU School of Business releasedthe results of the “Guangdong-Hong Kong-Macao Greater Bay Area Pay
over 200 HR professionals and reporters to the hybrid
The survey was conducted between July and September 2022. For Hong Kong, questionnaire responses from 97 companies were received, covering 78,383 employees in Hong Kong. The respondents came from 11 business sectors, including: construction, education, engineering, hospitality & catering, information/communication & software technology, real estate & property management, retail, trading etc. The survey results suggest that the overall actual salary increase in Hong Kong for the period of July 2021 to June 2022 ranged from 3.4% to 3.7%. The projected salary increase for 2023 was 3.5% to 3.6%.
As for the Guangdong cities, a total of 131,002 employees from 158 organisations were covered in the survey. The results suggested that the overall actual salary increase in 2022 ranged from 6.6% to 7% for the same period, with the overall projected salary increase for 2023 at 5.7% to 6.1%.
Dr. Felix Yip, Associate Director of the Centre for Human Resources Strategy and Development, encouraged graduates to “not only look at the basic pay. If you start a career, you need to look for opportunities. If you work in a stagnant market, you will not learn that much. You will not gain value from it. So with your participation or involvement in a wider market like going to the Guangdong province and get some work experience there, then it will be helpful for you to make more sensible decisions particularly in business."
The survey has been an annual collaboration between HKBU and the Hong Kong People Management Association since 1995, aiming at providing employers and human resources professionals with the latest
region. This year the CHRSD also partnered with the Research Centre for Human Resources Management of South China University of Technology (SCUT) and Talent Development and Management Association of Guangdong to extend the coverage of the survey to the Greater Bay Area.
The Research Espresso, a bimonthly e-publication covering everything you need to know about the latest research developments at the HKBU School of Business, focuses on four key areas: Research Insights (the main research topic of the month), Research Excellence (recognition of faculty members’ research achievements), News (research-related updates), and Seminars (sharing research skills and knowledge).
The idea is to provide business practitioners with faculty. We want to build links between research and practice and to ensure that the School's research has
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