This study explores the attempts by executives in an organisation with a strategic business case for diversity and inclusion to close the equality implementation gap—between what is espoused and what is achieved—through greater control over managers in order to direct their actions towards pro-diversity objectives, with a specific focus on gender and ethnicity in the internal human resource development processes. Drawing on agency theory and exploring data from interviews with executives and senior managers in an exemplar case study (the UK division of a multinational professional services organisation), the study shows how increased control through mandatory diversity training, diversity targets and diversity monitoring can push managers towards making progressive steps but is ultimately constrained by the need for management discretion. The actions and counter narratives by managers reveal the limits of control and expose tensions in an approach that combines attitudinal change with behavioural control. The agency of managers means the equality implementation gap can be reduced but never completely closed.

中文翻译：

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控制管理以实现多样性和包容性：前景和限制

本研究探讨了具有多元化和包容性战略商业案例的组织中的高管尝试通过更好地控制管理人员来缩小平等实施差距——支持什么和实现什么之间，以便将他们的行动导向支持多元化目标，特别关注内部人力资源开发过程中的性别和种族。该研究借鉴了代理理论，并在一个示例案例研究（一家跨国专业服务组织的英国分部）中对高管和高级管理人员的访谈中探索数据，显示了通过强制性多元化培训、多元化目标和多元化监控来增强控制力如何推动管理人员迈出渐进步骤，但最终受到管理层自由裁量权的限制。管理者的行动和反驳叙述揭示了控制的局限性，并以一种将态度改变与行为控制相结合的方法暴露了紧张局势。管理者的代理意味着平等实施的差距可以缩小，但永远不会完全缩小。