Diversity management in health care organizations—economic efficiency versus justice?

Abstract

Definition of the problem: In a globalized world, “diversity” is seen in management contexts as a key to remain competitive or to achieve profit increases. Such a view is held by companies as well as by the management of social organizations. This corporate perspective on diversity is contrasted with ethical aspects of diversity in terms of justice. Both perspectives are addressed by models of “diversity management”. Diversity management is embedded in organizational structures, mostly in human resources departments. Arguments: However, it is becoming apparent that this embedment in human resources departments is not comprehensive and centralized enough to establish systematic diversity management with structured measures. In addition, diversity management is based on different, possibly conflicting, constellations of values. A prioritized, economically oriented perspective, it is argued, is partly responsible for implementing merely individual diversity measures. However, in such a situation, neither the opportunities of diversity nor the concrete challenges in everyday working life are seized or addressed. Diversity management, the argument goes, can only be successful in the interests of staff and patients if both the decision as to which diversity concepts and/or characteristics are relevant, as well as the selection and evaluation of measures are guided by considerations of justice. Conclusion: Ultimately, this means that justice weights stronger in the context of health organizations than economic considerations in aspects dealing with diversity. The economic perspective retains its justification in the assessment of measures, but these are a means to an end and not a purpose in themselves.