Japanese Companies and Diversity Management from Perspective of Disabled Person's Employment

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  • 日本企業とダイバーシティ・マネジメント : 障害者雇用の観点から(2008年全国大会統一論題 国際ビジネスとダイバーシティ・マネジメント)
  • 日本企業とダイバーシティ・マネジメント--障害者雇用の観点から
  • ニホン キギョウ ト ダイバーシティ マネジメント ショウガイシャ コヨウ ノ カンテン カラ

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Abstract

"Workforce diversity leads to competitive advantage and/or improvement of organizational performance." Although a great deal of attention is given to this tenet of diversity management theory, originating in the USA, Japanese researchers and companies tend to focus solely upon this assertion, preventing a more profound understanding of diversity management as a whole. In this paper, we go back to Roosevelt Thomas, who is the pioneer of diversity management theory, and based on his remarks it will be affirmed that diversity management never intends solely to accomplish "corporate success" such as competitive advantage and improvement of organizational performance. Rather, it attempts to achieve both "corporate success"and "equal opportunity for employees." Therefore the definition is also "a comprehensive managerial process for developing an environment that works for all employs." This environment is absolutely imperative for the realization of both objectives. Another tenet of diversity management theory is that more emphasis should be placed on change and/or adaptation of organizations and less on that of individuals. In order to promote understanding of diversity management, we will then focus on the similarity of diversity management's tenets to those of disability studies, which are a new academic approach toward disability. Especially diversity management by pioneering U.S. companies will be described as a process of simultaneously implementing the various methods and activities which correspond to "practical models for social change" in disability studies. Finally, a possibility different from common belief is supposed. That is to say, Japanese companies may have a more advanced mode of employment of disabled persons than European and American companies, and so Japanese diversity management in this respect may be no less progressive than Western counterpart.

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