Equal opportunity and diversity management meet downsizing

Abstract

Purpose The purpose of this paper is to report on case study research of employment downsizing and the implications for equal opportunity and diversity management conducted in the UK airline industry during 2002/2003. Design/methodology/approach Review of literature on downsizing and equal opportunity and diversity management followed by identification of a number of research questions which are answered with reference to secondary analysis of labour market data and interviews with key informants from senior management and line management. Findings A planned approach to downsizing had been adopted that was strongly influenced by the human resources function in terms of equal opportunity and diversity management. An adverse impact on different employee groups had been avoided in order to sustain the diversity of the workforce. Research limitations/implications The research focuses on the management of downsizing and equal opportunity and diversity management. It addresses the perceptions of managers involved in developing and implementing policy, but does not examine the perceptions of other employees. Practical implications There are some reflections on ways in which equal opportunity and diversity management policy might adapt to organisational change and downsizing. Originality/value This paper brings together two scholarly debates on downsizing and equal opportunity and diversity management, and provides case study evidence of how an equal opportunity and diversity management agenda is implemented during organisational restructuring and downsizing.

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