Workforce diversity, diversity training and ethnic minorities: The case of the UK National Health Service

This research studied an NHS organization as a case to explore how it is responding to cross-cultural issues against a backdrop of policy expectations about equitable and good quality mental health service provision to service users of a minority ethno-cultural group in the UK. Data were collected by conducting semi-structured interviews with 20 participants from three hierarchical levels of the organization. The research found that the concepts of culture and ethnicity are used in a fixed way in the interventions (staff diversity training and ethnic matching) taken by the case organization. It is argued that this fixed understanding of cultural concepts and related interventions may not be helpful in meeting the needs of service users, especially in the context of United Kingdom, which is characterized as a super-diverse society. It appears that the interventions are developed and implemented on the conceptualization of cultural identity as generic and fixed. Organizations working in a multicultural society, or where they have service users from a variety of ethnic and cultural backgrounds, need to develop and implement interventions based on individualized and fluid understanding of such concepts. The findings of this study contribute to cross-cultural management scholarship by taking a critical stance on the concept of culture, as it is operationalized by a large organization. We show how, even when required by national policy, this one-dimensional model of culture causes human resource management interventions, intended to address cultural diversity, to be perceived as ineffective.

Double edge experiences of expatriate acculturation

Purpose

The purpose of this paper is to bring to light the double edges faced by individuals who have international and multicultural experiences. The implication is that these individuals encounter acculturation challenges, and also gain from their multiculturality. The authors adopt Berry’s (2011) integration and multiculturalism framework to analyze the experiences and challenges that multi-culturals face. This paper suggests ways to glean the silver lining within organizations to help manage and master multicultural experiences in the workplace to benefit both individuals and organizations.

Design/methodology/approach

The authors used empirical materials from expatriates who have worked across multiple cultural contexts. Based on these the authors present three examples to illustrate how expatriates and multicultural individuals place themselves in situations where they experience contact and challenges associated with adopting multiple cultures. The authors then analyze these examples to show how the experiences involve psychological-level integration challenges for Multi- and n-culturals.

Findings

The three multicultural expatriate examples suggest that individuals with international and multicultural experiences who are successful at managing their experiences develop cognitive and behavioral complexity. However, these individuals also face continuous acculturation including cognitive and ethno-cultural identity conflicts such as, rejection from multiple cultural perspectives because they continually cross-multiple cultural microcosms. Suggestions are presented to help maintain one’s sense of self-worth and minimizing ethno-cultural conflicts.

Research limitations/implications

Notwithstanding the value of analyzing the examples of expatriate acculturation experiences, the limitation to the examples is that it is limited to the experience of three individuals. However, the examples were effective in raising points to discuss relevant challenges and/or the double-edged reality faced by boundary spanners, multi-, and n-culturals.

Practical implications

The paper presents possible ways multi- and n-culturals navigate through their multiculturalism, including suggestions to help individuals who struggle with their multiculturalism through mentoring.

Social implications

The paper highlights the challenges of acculturation and suggests ways that individuals can overcome these challenges. It further suggests how organizations can take advantage of such individuals by utilizing existing personnel within the organization.

Originality/value

The paper is one of the few that acknowledge multiculturalism is highly challenging even for successful multi-culturals and n-culturals. Currently the literature is scant concerning how individuals can manage and master multicultural experiences in the workplace. The paper suggests a number of useful strategies for individuals and organizations to manage the challenges.

Cracking the cultural code

The growth of Indian Information Technology (IT) sector has resulted in many Indian IT expatriates conducting projects at international client sites. Yet little is known about the sociocultural communication challenges these expatriates encounter. Adopting a qualitative, interpretive approach, semi-structured interviews were conducted with 47 Indian IT expatriates at client sites in Australia. The cultural validation and sociocultural competencies framework of the Excellence in Cultural Experiential Learning and Leadership Intercultural Skills Program was used to analyse expatriates’ workplace interactions. Respondents reported a lack of understanding of the ‘unwritten’ sociocultural communication rules in Australia. Communication differences contributed to their frustrations and dissatisfaction during expatriation. Insights into Indian IT expatriates’ experiences of negotiating communication competencies abroad can inform cross-cultural management scholarship and cross-cultural training. Making cultural norms explicit by embedding a cultural learning framework in cross-cultural training programs can contribute to productive, culturally diverse workplaces. The findings may provide fresh perspectives for organizations who prepare or receive expatriates, especially Indian professionals on assignment in Australia or other western countries.

Early Immersive Culture Mixing

Why some multicultural individuals think and identify differently to others is a question that is yet to be clearly answered. We suggest that a key antecedent to psychological differences among multiculturals is early immersive culture mixing, or experiencing multiple cultures simultaneously at home while growing up. We propose that innate multiculturals (defined as individuals who have experienced early immersive culture mixing) are cognitively guided by a single hybrid cultural schema and have a hybrid cultural identity. This would make them fundamentally different from achieved multiculturals (individuals who have become multicultural in other ways), who should possess multiple distinct cultural schemas and cultural identities. A quasi-experiment indicated that, as predicted, innate multiculturals were guided by a single cultural frame with respect to attribution and locus of attention, whereas achieved multiculturals switched between different cultural frames. Innate multiculturals also reported a more integrated cultural identity than did achieved multiculturals. These findings open a new avenue in multiculturalism research, with important potential implications of early immersive culture mixing for a range of individual outcomes such as creativity.