ABSTRACT
This chapter discusses three prevalent diversity management discourses: equality, diversity, and inclusion, and explores the wide body of diversity management literature. The ultimate aim of the equality framework is to improve social justice outcomes for underrepresented or socially disadvantaged groups. In the 1990s, the concept of valuing diversity arose from the equality tradition, and changed the language of diversity management from one of legal compliance to profit maximization. The diversity framework implicitly supported equality's anti-discrimination position; it also expanded and applied anti-discrimination to social groups not protected by legislation. The main aim of the inclusion agenda is to value people regardless of their social groupings. Jayne and Dipboye define inclusion in the following statement: Inclusion as a diversity strategy attempts to embrace and leverage all employee differences to benefit the organization and individual. As a result, managing all workers, not just those representing social minority groups, becomes the focus of the diversity initiative.
