文档介绍：feature article frank dobbin, alexandra kalev, and erin kelly
diversity management
in corporate america
Do America’s costly diversity-management programs work? Some do and some don’t. The best idea is to assign clear respon-
sibility for change.
n the fall of 1996 a tape of Texaco executives joking raising the hackles of white men who, after all, still do most
about the “black jelly beans” working for pany of the hiring and firing. Certain programs even seem to get
I hit the airwaves in the course of a discrimination suit. firms into trouble—Texaco executives were recorded talking
Texaco settled almost immediately for $176 million. Of that, about “black jelly beans” after hearing the term in diversity
$35 million was to fund diversity efforts. Texaco revamped training seminars.
training, expanded feedback to managers through diversity Until recently, no one had looked systematically at large
audits and diversity evaluations, and set up mentoring pro- numbers panies to assess which kinds of programs
grams and works for women and minorities. work best, on average. Our research shows that certain pro-
Texaco’s report on its progress after five years championed grams do increase diversity in management jobs—the best
the programs but did not make clear whether diversity had test of whether a program works—but that others do little
actually increased. or