Richard S. Allen is the UC Foundation Associate Professor of Management at
the University of Tennessee at Chattanooga. He has published numerous articles
on the strategic use of human resource practices and diversity. He also has
extensive experience in internal and external consulting.
Gail A. Dawson is an Assistant Professor of Management at the University of
Tennessee at Chattanooga. She has published articles in the areas of diversity
and human resources.
Kathleen K. Wheatley is a UC Foundation Assistant Professor of Management
at the University of Tennessee at Chattanooga. Her research interests focus on
strategy implementation and innovation management.
Charles S. White is the Hart Professor of Management at the University of
Tennessee at Chattanooga. He has been a faculty member for twenty-four years
and teaches in the area of human resources and organizational behavior. He has
authored or co-authored forty articles in the area of management.
A survey of 396 employees from a wide variety of companies conducted
by the authors examined thirteen separate diversity practices. The results
showed mixed results regarding the implementation of diversity initiatives. On the
positive side, ninety-three percent of the companies reported a zero-tolerance
level of workplace discrimination. Other diversity practices faired less well.
Minority representation in managerial and senior management positions was
perceived to be inadequate. In this article suggestions for diversity management
Diversity has increasingly become a “hot-button” issue in corporate,
political, legal, and educational arenas. For example, just this past year sixty-five
corporations joined the battle in supporting diversity in higher education as the
Supreme Court considered racial diversity programs in Mich