Perspective Chapter: The Concept of Diversity Management as an Approach to Redressing Social Inequalities

Abstract

This chapter explores diversity management as a strategic approach to address social inequalities in the context of globalization and demographic change. It focuses on the complexity of the concept of diversity, taking into account various aspects such as gender, race, age, nationality, sexual orientation, physical and mental abilities, cultural background, education, and life and work experience. The chapter explores the impact of diversity management in creating more equitable societies, promoting a broad understanding and acceptance of differences. It also analyses the challenges and barriers to implementing effective diversity management in organizations, highlighting its role in shaping equitable and inclusive work environments. The aim of the chapter is to inspire further research on diversity management as a tool to reduce social inequalities.

1. Introduction

Social inequality is one of the most pressing issues in today’s societies. Historical divisions of class, race, gender, and other forms of social segregation have affected the socioeconomic structure of nations around the world for centuries [1, 2]. With the growing challenges of social inequality, diversity management is becoming an important approach for organizations and societies around the world. This article focuses on an exploration of the concept of diversity management, considering it as a strategic response to the social disparities and inequalities that characterize contemporary work environments in a variety of professions such as marketing, accounting as well as graphic design, in terms of disseminating and promoting these values. In the context of globalization and dynamic demographic change, diversity management is becoming not only a moral imperative but also a critical factor in achieving higher organizational performance and increasing innovation [3]. Thus, contemporary approaches to diversity management respond to these long-standing inequalities by attempting to address them through the integration and promotion of diversity in the workplace and communities.

This chapter focuses on defining the concept of diversity in a management context. Diversity is often seen only through the prism of gender, race, age, and nationality, but in reality, it is a much more complex phenomenon, also including aspects such as sexual orientation, physical and mental abilities, cultural background, education, religion, and life and work experience. Understanding this complexity is key to managing it effectively. Diversity and human resources aspects are connected to every scientific area such as religion and minorities which is an area of discussion that may bring up issues of inclusion in a society. Particular attention will be paid to how diversity management can contribute to creating more just and equal societies by promoting a broader understanding and acceptance of differences. In academic fields such as marketing, visual communication design, and accounting, academics should take into consideration issues of diversity and inclusion, using a range of learning processes and techniques to promote inclusive education and a sense of belonging among students and future adult citizens. Social campaigns and visual communication are effective practices with a potential impact on society, promoting inclusive policies and ideas such as awareness, acceptance, and respect for cultural diversity. This chapter aims not only to provide the reader with an in-depth understanding of the concept of diversity management but also to inspire further research and reflection on the role that diversity management can play in shaping more just and inclusive societies. And also to show how, through diversity management, one can contribute to reducing social inequalities, by promoting a more inclusive and equitable working environment. The chapter will attempt to answer the following research questions:

1. How can diversity management theories be applied to redress social inequalities?

2. How does diversity management affect organizational culture and its ability to reduce social inequalities?

3. What are the main challenges and barriers to implementing effective diversity management in organizations?

The chapter concludes with a discussion of future research directions in diversity management and implications for practitioners, academics, and policy makers. Through its comprehensive approach, the study aims to provide valuable guidance and insights for all stakeholders facing the challenge of creating more equal and just societies. This study conducts a literature review on workforce diversity and inclusion, analyzing secondary data from academic journals, review articles, and online resources. The review aims to assess developments and insights within the field, emphasizing the importance and impact of diversity and inclusion in the workplace.

2. Social inequalities and diversity: historical and theoretical background

Social inequalities have been a constant in human history. From ancient civilizations to modern societies, differences in access to resources, power, status, and opportunities between different social groups have been and continue to be apparent. However, with social and economic development, as well as under the influence of globalization, there has been a new awareness and understanding of inequalities and a growing demand to redress them [4, 5, 6].

Social inequalities can be traced all the way back to the origins of organized societies. Ancient civilizations, such as Egypt and Rome, for example, clearly divided their societies into classes—from rulers to slaves. In the Middle Ages, the feudal system maintained strong class divisions that determined social status, access to education and resources [7]. The Industrial Revolution brought with it further challenges, such as urbanization and the development of capitalism, which contributed to new forms of inequality, especially between the working class and the bourgeoisie. Economic inequalities became more visible, with rich factory owners and poor workers. This disparity led to numerous social conflicts, including workers’ movements and trade unions that fought for workers’ rights [8, 9]. In the twentieth and twenty-first centuries, social inequalities took on new forms. Contemporary social inequalities are much more complex and multidimensional. On the one hand, global growth in prosperity and economic development has brought enormous benefits, but on the other hand, the same processes have led to a widening disparity between the richest and poorest strata of society. Contemporary inequalities manifest themselves not only in economics but also in access to education, healthcare, and political and social representation [10, 11, 12]. Globalization and international migration have created new forms of inequality, as well as an increased awareness of cultural, ethnic, or religious diversity. These differences are becoming visible in workplaces, schools, and other public institutions, triggering discussions about equality, inclusion, and coexistence between different social groups. Inequalities related to gender, race, sexual orientation, and disability have become the subject of public debate and political action. The fight for women’s rights, minority equality, movements for disability rights, and racial discrimination are just some examples of efforts to combat social inequalities [13, 14]. In general, discussions of gender, racial, and socioeconomic inequalities occupy an important place in politics and the media.

2.1 Diversity management

The concept of diversity management began to gain prominence in the second half of the twentieth century, largely as a response to social and civil rights movements, especially in the United States. Initial approaches mainly focused on preventing racial and gender discrimination in the workplace. This was a reflection of the changing social and political landscape, where equal treatment and opportunity became important topics of public debate [15, 16, 17]. In the 1980s and 1990s, the concept evolved to encompass a wider spectrum of diversity, including issues related to age, sexual orientation, religion, and disability [18, 19]. It began to be understood that diversity management not only prevents discrimination but also contributes to more creative and innovative work environments that better reflect a diverse society. It not only promotes legal and ethical compliance but also contributes to the competitiveness of organizations. Organizations that effectively manage diversity often report improved productivity, higher employee engagement, and better customer relations [3, 20, 21, 22, 23]. Over time, the concept has evolved to encompass a broader spectrum of diversity and focus on creating work environments that are not only free from discrimination but also actively promote diversity and inclusivity.

According to a study conducted by M.E. Mor Barak [17] in some countries, diversity is mainly seen from the perspective of racial/ethnic differences (USA), religious differences (Ireland), or social categories (India). Unequal treatment based on gender is the oldest and most widespread form of discrimination in the world, but people in India and the Middle East, for example, are also divided by issues of religious belief and ethnicity, and in China, on the other hand, a distinction is also made between household status (hukou), which further differentiates migrants from rural areas from urban residents. Chinese living in cities permanently “look down” on rural migrants, who are not treated very well by society and employers. Multiculturalism has always been the most important aspect of diversity in Western European countries, Australia, New Zealand, where there are large numbers of migrants from all over the world, with diverse cultural backgrounds. Racial equality seems to be a dominant issue in the United States and South Africa, where there is a long history of systematic discrimination based on skin color or ethnicity [17, 24].

According to P. Drucker [25], diversity encompasses many demographic and socio-economic aspects of society, including an aging population, an increase in the competence and knowledge of employees, an increase in immigration, the changing role of women in the labor market or increasing cultural differences and gender roles in organizations [26]. Whatever the reason for its presence and an organization’s interest in the concept, it is important to better understand what diversity is for organizations and how to deal with it [3]. The literature provides many descriptions of the dimensions of diversity [17, 21, 27, 28]. It is accepted that there can be up to dozens of dimensions of diversity that can change over the course of an individual’s life, which only illustrates the multidimensionality of the issue [17, 29]. The scholarly discourse reveals an extensive exploration of diversity’s dimensions [30, 31]. Scholars hypothesize that diversity can encompass an array of dimensions, potentially in the dozens, which may evolve over an individual’s lifetime, underscoring the concept’s inherent complexity [3]. The breadth and interconnectivity of these dimensions render the query “What is diversity?” a subject of considerable depth. A primary obstacle in defining diversity is the variance in language and terminology used by those discussing it. Nevertheless, a conventional and simplified viewpoint bifurcates diversity into two categories: primary and secondary dimensions. The primary dimension, often ingrained and impactful from birth, significantly influences early socialization and life-long functioning. It shapes one’s self-image and worldview. This dimension predominantly considers biological traits, typically visible and inherent, enduring throughout life. The core aspects of primary diversity include age, ethnicity, gender, physical ability or disability, race, and sexual orientation.

Conversely, secondary dimensions of diversity are usually less apparent or even invisible, may hold less significance in life, and are subject to change. These encompass education, language, physical appearance, marital status, lifestyle, value systems, perspectives, attitudes, and ethics, focusing more on psychosocial factors [17, 19, 32]. In the academic field, students’ engagement in training courses such as creation of social campaigns, raises awareness of younger generations, improves their research abilities and communication skills, enhances bonds between local communities, and affects their influence on social media. V.R. Hayles [33] simplifies the definition of diversity to “all the elements by which we differ,” emphasizing that diversity extends beyond commonly perceived categories of race, gender, and disability. For instance, in an organizational context, employee diversity pertains to variances among employees (or potential employees) concerning their group affiliations (race, gender, age, etc.). Scholars such as S.E. Jackson, K.E. May, K. Whitney [34], and R.R. Thomas [18] proposed a broader interpretation of diversity, encompassing all conceivable aspects in which individuals differ and/or share similarities. In a workplace context, Griffin and Moorhead’s [35] definition of diversity as encompassing both similarities and differences among organization members offers a relevant perspective. The unique novelties offered by information technology (IT) are so distant from the agriculture-based economy that humans developed up to the nineteenth century. When an industry-based economy was developed, the accounting profession supported and stimulated the creation of multinational industrial businesses. In the last decades, we have entered into a post-industrial, information-oriented economy where “knowledge” is the driving force of the world. This evolution is dividing people into those who have the appropriate knowledge, skills, and competencies and those who remain situated at the lower professional levels due to skills shortages. Technological innovations adopted by companies constitute a new challenge for a range of professionals such as accountants and communication experts who struggle to adapt and keep pace with evolving technologies. Accountants and other professionals need new skills and competencies to survive and offer valuable services to businesses and society. These skills include apart from accounting and marketing technical expertise, a range of soft skills such as agility, communication skills, interpersonal abilities, and certainly strong digital skills. In the new business society, people may be divided and excluded from the work field according to their high and low skill abilities.

2.2 The phenomenon of inclusion

Managing diversity in an organization is not just about recruiting and retaining a diverse workforce. A key aspect is to ensure that these diverse employees are fully integrated into the internal structure of the organization. Diversity is a collection of many independent characteristics and elements, whereas inclusion enables these elements to work effectively together, complementing each other. Inclusion refers to a sense of belonging within the cultural and environmental context of the organization [3, 17]. It is defined by the extent to which employees are involved in key organizational processes, including influencing decisions, participating in important working groups, and accessing information and resources. A sense of inclusion and acceptance within a group is associated with a number of positive outcomes, such as increased loyalty, cooperation, and trust. Inclusive cultures make employees feel respected and valued for their individuality or group membership [36]. Employees experience a positive supportive atmosphere from their colleagues, which results in greater work motivation and satisfaction. Efforts to create an inclusive workplace must take into account the individual differences of employees and create an environment where everyone feels valued and treated fairly [37].

In summary, diversity and inclusivity in an organization is about a set of unique individuals who learn and integrate together, while respecting their individuality and the specific benefits each person brings. This approach celebrates and values the dimensions of diversity in each employee, attributing a positive value to diversity in the community and work environment. Research also shows that workplaces that prioritize diversity and inclusion are characterized by greater safety, happiness, and productivity [37, 38, 39, 40].

In practice, diversity management encompasses a range of activities. These include recruitment policies that promote equality of opportunity, training programs that raise awareness of diversity and inclusion, and career development strategies that ensure equal access to promotion opportunities for all employees. One key aspect is building an organizational culture that respects and values diversity. This means creating a working environment where diversity is visible and valued, and where employees feel comfortable expressing their individuality. This approach can include initiatives such as minority support networks, mentoring programs, and training on unconscious bias. In addition, an increasing number of organizations are engaging in dialog with various stakeholder groups, including NGOs, to better understand and address diversity issues in the wider social context [3].

3. Challenges and perspectives of diversity management

Despite the growing awareness and importance of diversity management, organizations still face challenges in its effective implementation. One of the biggest challenges is overcoming unconscious biases that may exist even in organizations most committed to promoting diversity. Another challenge is striking a balance between global consistency and local diversity, especially in large multinational corporations. This requires understanding and respecting local cultural contexts while maintaining consistent values and standards across the globe.

The future of diversity management is likely to include further integration into an organization’s overall business strategy and an increased focus on creating work environments that are not only diverse but also fully inclusive and equitable. This will require ongoing engagement, training, and development, as well as openness to change and adaptation [2, 3, 16, 17, 41].

3.1 The role of diversity management in redressing social inequalities

Diversity management plays a key role in redressing social inequalities by promoting equality of opportunity and acceptance of differences. In workplaces where diversity is valued and promoted, employees from different social groups are more likely to succeed and thrive [2, 16, 17, 20, 33]. This, in turn, can contribute to reducing social inequalities on a wider scale, as organizations and their employees play an important role in society. Organizations can also have a positive impact on the community through their diversity-related activities, such as working with local organizations, supporting community and educational initiatives, and engaging in dialog about inequality and anti-discrimination. An elaboration of the links between the concept of diversity management and inclusive policy can be presented in tabular form, as shown below (Table 1).

Aspect	Inclusive policy	Diversity management
Definition	Policies that promote equal opportunities and participation for all members of society, regardless of their differences, in order to create a more inclusive and equitable environment.	A focus on recognizing, respecting and including diverse groups in society, including on the basis of gender, race, age, disability, sexual orientation, nationality, and cultural background.
Objectives	Ensuring equal representation and access to resources and opportunities for all members of society.	Strengthening teams by harnessing a diversity of perspectives, skills, and experiences.
Implementation strategies	Creating policies and regulations that promote equality, access to education, employment, and other spheres of social life for all groups.	Implement diversity-sensitive HR practices, cultural awareness training, and building diverse teams.
Performance measurement	Assessment by means of indicators of equal representation in different sectors (e.g., education, employment), and statistical analysis of social and economic inequalities.	Evaluation by analyzing the diversity of team composition, employee satisfaction, innovation, and financial performance of the organization.
Challenges	Ensure effective implementation and monitoring of policies, overcoming systemic and institutional barriers to promoting equality.	Managing conflicts arising from differences, breaking down cultural barriers and stereotypes, providing equal opportunities for development and promotion.
Examples of regulations	Gender Equality Act, antidiscrimination policies, equal access to education and employment programs.	Diversity programs in companies, gender equality initiatives, mentoring programs for minorities.
Potential impact on society	Increasing social justice, reducing social and economic inequalities, and promoting social engagement and inclusion.	Improving intercultural relations in the workplace, promoting innovation and creativity, and increasing employee satisfaction and engagement.

Table 1.

Links between the concept of diversity management and inclusive policy).

Source: own analysis.

The table above presents the main differences and similarities between the concept of diversity management and inclusive policies, showing how the two approaches can complement each other in the quest to create more equitable and inclusive working and social environments. Diversity management often focuses on an organization’s internal practices, whereas inclusive policies have a broader scope, dealing with public and social policies [2, 15, 23, 42].

Despite progress, diversity management still faces challenges. These include unconscious biases, resistance to change, and the need to balance global homogeneity with local diversity. It is also important to understand that diversity management is not a one-off action, but an ongoing process that requires commitment and adaptation [3]. Diversity management has a key role to play in bridging social inequalities. By promoting equality of opportunity, acceptance, and respect for differences, diversity management can contribute to building more equitable and inclusive societies. This is particularly relevant in a global context, where organizations and corporations can exert influence through their policies and practices.

4. The impact of diversity management on organizational culture and its ability to reduce social inequalities

Organizational culture, understood as a set of shared values, norms, beliefs, and practices within an organization, is strongly influenced by a diversity management approach. Integrating diversity into organizational strategy can lead to a more open, accepting, and innovative working environment. The impact of diversity management on organizational culture is multifaceted [43]. Firstly, it creates an environment in which every employee feels respected and valued. An inclusive culture in an organization translates into greater employee engagement, which is crucial for efficiency and innovation. Companies that actively promote diversity often experience higher employee loyalty and satisfaction, which translates into lower staff turnover and better financial performance. Another aspect is the development of communication and cooperation among employees. Diversity management requires employees to develop cross-cultural communication skills, which leads to better understanding and more effective collaboration. In an environment where different perspectives are valued and utilized, greater creativity and innovation emerge. This, in turn, allows for more holistic and effective business solutions that are resilient to different market challenges [44].

Inclusive cultures also create a space where employees feel comfortable expressing their opinions and ideas. This in turn fosters openness to new ideas and approaches, which is essential in a rapidly changing business world [16, 44, 45].

Diversity management also has a direct impact on an organization’s ability to reduce social inequalities. By promoting equality of opportunity in the recruitment, development, and promotion of employees, companies can actively contribute to eradicating discrimination and prejudice in the workplace. This, in turn, influences greater representation of different social groups at all levels of the organization, from line workers to managers. Training and development of employees on diversity and inclusivity is also an important aspect. Training programs help to break down stereotypes and unconscious biases, which is key to building a culture of mutual respect and understanding. As a result, employees learn how to collaborate and communicate effectively in a diverse environment, which translates into better team relationships and greater productivity (Table 2) [3, 11, 14]. Various research has proven communication skills to be the most required and important competence among a range of abilities, despite the impediments that university educators may face to include these skills in study programs.

Aspect impact	Diversity management	Impact on organizational culture and the reduction of social inequalities
Inclusion	It promotes a culture of welcome and respect for different perspectives and experiences.	It increases the representation of minorities and marginalized groups, bridging social disparities.
Cultural awareness	Diversity management raises cultural awareness among employees.	It improves communication and mutual understanding, which contributes to building a more integrated working environment.
Acceptance and respect	Promotes acceptance and respect for individual differences.	It creates a more inclusive working environment where everyone feels valued and respected.
Inclusion in decisions	It ensures that diverse voices are heard and taken into account in the decision-making process.	Increases employee participation and involvement, leading to fairer and more balanced decisions.
Human resources development	It enables the identification and development of talents from different social groups.	It increases opportunities for promotion and development for all, which contributes to reducing inequalities in the workplace.
Prevention of discrimination	It focuses on eliminating discrimination and prejudice.	It creates a working environment free of prejudice, where every employee has an equal chance of success.
Innovation and creativity	The diversity of perspectives and experiences fosters innovation and creativity.	It leads to better, more innovative solutions that can serve the wider community.
External image	Improves the perception of the organization as socially responsible.	It attracts talent and clients from different backgrounds, which contribute to greater diversity and social equality.
Education and training	Introduces diversity and inclusion training.	Raises staff awareness and competence in diversity management, resulting in a better understanding and acceptance of differences.
Representation and inclusion	Creates a more representative organizational culture that reflects a diverse society.	It increases the participation and inclusion of minorities and marginalized groups, which reduces social inequalities.
Satisfaction and commitment	Improves employee satisfaction and engagement by creating a working environment based on respect and valuing diversity.	It reinforces a sense of fairness and equality within the organization, which translates into a reduction in social inequalities.
Policies and practices	Introduces policies and practices that promote diversity and inclusion, which are key to shaping a positive organizational culture.	It promotes equality of treatment and access to resources, which directly contributes to reducing social inequalities.
Recruitment and employment	Diversity management results in more objective and fairer recruitment processes, seeking to eliminate prejudice and discrimination.	Fair recruitment and promotion processes contribute to reducing social inequalities through equal access to employment opportunities.

Table 2.

Arguments on the impact of diversity management on organizational culture and its ability to reduce social inequalities.

Source: own analysis.

In conclusion, diversity management can have a significant impact on organizational culture and its ability to reduce social inequalities. By promoting openness, respect, and acceptance of diversity, organizations can create a more inclusive work environment that contributes to increased employee engagement, innovation, and reduced social inequalities. This is an ongoing process that requires commitment and openness to change, but its benefits are significant for both organizations and society (Table 3).

Impact on organizational culture	Impact on the reduction of social inequalities
Promoting inclusion—Diversity management leads to an organizational culture in which all employees feel valued and accepted. This in turn fosters openness, cooperation, and respect in the workplace.	Increasing equality of opportunity—Organizations that manage diversity effectively are more likely to implement policies and practices that ensure equality of opportunity, which helps to redress social inequalities, both within the company and in wider society.
Improving communication—Cultural and linguistic diversity within a team can lead to the development of better communication practices, increasing efficiency and understanding between employees.	Education and awareness—Diversity management often includes training and education on diversity and inclusion, which increases public awareness and helps to break down stereotypes and prejudices.
Enhancing creativity and innovation– A diverse working environment can inspire innovative thinking and creative solutions, as employees bring different perspectives and experiences.	Promoting social inclusion–Inclusion in the workplace translates into a better understanding and acceptance of diversity in society, which promotes social inclusion and reduces segregation.
Building market position–Companies that actively manage diversity are often perceived as more ethical and socially responsible, which strengthens their position in the market.	Increased social mobility–With equal opportunities for career advancement and development, diversity management can contribute to increased social mobility among employees from different backgrounds.
Increase employee engagement—Employees who feel respected and valued in their diversity often show greater commitment to their work and loyalty to the organization.	Reducing discrimination and pay inequalities—Effective diversity management can contribute to reducing workplace discrimination and balancing pay, regardless of gender, race, or ethnicity.

Table 3.

The impact of diversity measures on organizational culture and on tackling social inequalities.

Source: own analysis.

However, managing diversity is not only about benefits. There are also challenges, such as the need to overcome communication and cultural and social barriers. This requires an ongoing commitment and willingness to learn and adapt from both employees and management [3, 17, 46]. When discussing the barriers associated with the concept of diversity management as an approach to redressing social inequalities, the following key obstacles can be identified [3, 46, 47]:

1. Unconscious biases and stereotypes

   • The existence of unconscious biases in employers and employees can result in discrimination in recruitment, promotion, and job evaluation processes.

   • Cultural and social stereotypes can lead to the marginalization of certain groups, limiting their participation in key organizational processes.

2. Resistance to change in organizational culture

   • Traditional management models and existing corporate norms are often resistant to the integration of diversity practices.

   • Lack of commitment on the part of management to promote diversity and inclusivity.

3. Inadequate training and awareness

   • Lack of adequate training on diversity and inclusivity for employees at all levels of the organization.

   • Insufficient understanding of the benefits of diversity management and how to implement it effectively.

4. Complexity and multidimensionality of diversity

   • Difficulties in understanding and addressing a wide range of diversity dimensions, including differences in culture, ethnicity, gender, sexual orientation, age, and ability.

   • The challenge of adapting organizational policies and practices to the diverse needs and expectations of employees.

5. Legal and regulatory constraints

   • Legal and regulatory barriers can limit the scope of an organization’s efforts to promote diversity.

   • Differences in diversity laws and regulations in different markets and jurisdictions.

6. Communication challenges and cross-cultural conflicts

   • Communication problems arise from language and cultural differences among employees.

   • Risk of intercultural conflicts and misunderstandings in a diverse work environment.

7. Lack of measurable goals and strategies

   • Difficulties in setting and monitoring specific, measurable objectives related to diversity management.

   • Lack or insufficient implementation of long-term diversity management strategies.

Addressing these barriers requires a comprehensive approach, including education, change in organizational culture, board-level commitment, and continuous monitoring and adaptation of diversity management strategies [48].

5. Summary

This analysis based on an in-depth literature review, has provided an exploration of both the theoretical foundations and practical aspects of diversity management. Diversity management, understood as the process of integrating diverse individuals and groups into organizational structures and harnessing their unique characteristics and experiences, has been identified as a key factor in promoting inclusion, equality, and equity in the workplace. It was highlighted that effective diversity management transcends the traditional approach of focusing solely on the demographic characteristics of diversity to encompass a broader range of cognitive, experiential, and perspective diversity. The analyses conducted allowed to provide answers to the research questions posed. First, diversity management theories can be applied to address social inequalities by fostering inclusive practices that recognize and value differences among employees. This involves creating policies and programs that aim to eliminate biases and promote equity across all levels of an organization. Designing training courses that may consider related issues of diversity in their program is a significant process that has been understated and needs to be further addressed. Academics and students from marketing, management, accounting education, and visual communication fields, and also related agents and stakeholders associated with different professions – such as religious tourism – need to enhance their competencies for better integration and management of these issues [49]. Second, diversity management positively influences organizational culture by promoting inclusiveness and respect for diversity. This can lead to a more equitable workplace, enhancing collaboration, innovation, and reducing social inequalities within the organization. Research shows a new perspective on examining soft skills acquisition as not only they have evolved into a “cultural capital” in themselves but also “they represent a pathway to social inclusion,” indispensable for migrants who wish to assimilate into big firms [49, 50]. Third, the main challenges to implementing effective diversity management include resistance to change, unconscious biases, lack of commitment from leadership, and inadequate resources. Academics face serious challenges in their efforts to upskill their students in the new globalized business environment with the use of new teaching techniques and best practices. Resistance to pressures for reforms that will allow for inclusive and modern educational practices may originate from a lack of connection to workplace requirements or from inside fear of shaking the “status quo” [51, 52, 53]. Overcoming these barriers requires strategic planning, education, and ongoing efforts to cultivate an inclusive culture.

It was noted that these days, when globalization and technological advances are transforming the world at an unprecedented pace, diversity management is becoming increasingly relevant in social and organizational contexts. The concept of diversity management can be used as an effective tool to bridge the social inequalities that are still evident in many societies around the world. Diversity management has a key role to play in bridging social inequalities. By promoting equality of opportunity, acceptance, and respect for differences, diversity management can contribute to building more just and inclusive societies. This is particularly relevant in a global context, where organizations and corporations can exert influence through their policies and practices.

By examining the historical context of social inequality and the development and practice of diversity management, it is possible to see how deeply interconnected they are. Diversity management, as a dynamic and evolving field, has the potential not only to change the way organizations operate but also to bring about social change that can contribute to reducing social inequalities. It is a process that requires ongoing engagement, reflection, and adaptation, but its importance cannot be overstated in the quest for a more just and sustainable world.

Institutionalizing diversity management in organizational practices is fundamental to shaping an organizational culture that is both reactive and proactive in the face of rapidly changing demographics and societal values. It has been pointed out that these strategies contribute to building a work environment based on mutual respect, acceptance, and appreciation of each employee’s unique contributions, which is conducive to strengthening employee engagement, satisfaction, and loyalty.

It should be emphasized that a commitment to diversity management also has an important social relevance, contributing to reducing social inequalities by promoting equality of opportunity, access to resources, and representation in the workplace. It was also raised that diversity management is an ongoing process, requiring constant monitoring, evaluation, and adaptation of strategies in response to evolving employee needs and expectations and changes in the socioeconomic environment.

In conclusion, it was argued that diversity management, as a strategic and holistic approach, plays a key role in shaping an organizational culture that fosters inclusion, innovation, and collaboration, while contributing to the reduction of social inequalities in the wider context. It was also pointed out that continued research in this area is necessary to deepen our understanding of the dynamics of diversity management and its impact on the socioeconomic aspects of organizational performance.

The limitations of this research may include a potential bias in selecting literature that supports the effectiveness of diversity management, the challenge of generalizing findings across different organizational contexts, and the difficulty in measuring the direct impact of diversity management on reducing social inequalities. Additionally, the dynamic and evolving nature of social inequalities might not be fully captured at a single point in time, making it challenging to assess the long-term effects of diversity management practices comprehensively.

Acknowledgments

This article is based upon work from “RELIGITOUR - Enhancement of the competences and possibilities for religious tourism development and for better integration and management of religious sites in the urban environment” Grant Agreement Number — 2023-1-PL01-KA220-HED-000156074, Erasmus, Co-funded by the European Union.