STRATEGIC DIVERSITY MANAGEMENT THROUGH RECRUITMENT AND ...pure.au.dk/portal/files/85757784/Thesis_Sana_2_.pdf · STRATEGIC DIVERSITY MANAGEMENT THROUGH RECRUITMENT AND SELECTION

STRATEGIC DIVERSITY MANAGEMENT

THROUGH RECRUITMENT AND SELECTION: A

COMMUNICATION BASED PERSPECTIVE Case Study: ISS Facility Services A/S

MASTER THESIS Master of Arts in Corporate Communication

Aarhus University, Business and Social sciences, Department of Business Communication Supervisor: Birte Asmuss

By Sana Saeed Khan March,2015

Department of Business Communication MASTER THESIS, 2014 Aarhus University Sana Saeed Khan

Strategic Diversity Management through Recruitment and Selection | 1

Table of Contents

Character count ......................................................................................................................................... 3

List of Tables .............................................................................................................................................. 3

List of Figures ............................................................................................................................................. 3

ABSTRACT ..................................................................................................................................................... 4 1. INTRODUCTION ....................................................................................................................................... 6

1.1 Thesis Statement ............................................................................................................................... 8

1.2 Structure of the Thesis ...................................................................................................................... 8

1.3 Delimitations ................................................................................................................................... 10

2. RESEARCH METHODOLOGY ............................................................................................................. 12 2.1 Scientific Position .................................................................................................................................. 12

2.1.1 Ontology: Social Constructivism ..................................................................................................... 13

2.1 Research Design..................................................................................................................................... 15

2.1.1 Case study ....................................................................................................................................... 16

2.3 Data collection ....................................................................................................................................... 17

2.3.1 Semi-structured interview .............................................................................................................. 17

2.3.1.1 Interview Technique .................................................................................................................... 18

2.3.1.2 Interview Participants .................................................................................................................. 19

2.3.2 Participant observation .................................................................................................................. 21

2.3.3 Documents (Intranet) ..................................................................................................................... 22

2.3.4 Research Quality ............................................................................................................................. 22

2.3.4.1 Authenticity and Trustworthiness ........................................................................................... 23

2.4 Data Analysis ......................................................................................................................................... 25

3. THEORETICAL FRAMEWORK ........................................................................................................... 26 3.1 Introduction to Diversity Management ................................................................................................. 26

3.1.1 Origin and Development ................................................................................................................ 26

3.1.2 Definition ........................................................................................................................................ 27

3.1.3 Paradoxes in Diversity Management .............................................................................................. 28

3.2 Strategic Diversity Management ........................................................................................................... 29

3.2.1 Strategic human resource management ........................................................................................ 29

3.2.2 Corporate Communication ............................................................................................................. 30

3.2.3 Conclusion ...................................................................................................................................... 31

3.3 Strategic and Communicative Approach to Diversity Management ..................................................... 31



3.3.1 Equality and Diversity Policies ........................................................................................................ 32

3.3.1.1 The sameness perspective ....................................................................................................... 32

3.3.1.2 The difference perspective ...................................................................................................... 33

3.3.1.2.1 The collectivist branch ...................................................................................................... 33

3.3.2 Recruitment .................................................................................................................................... 34

3.3.2.1 Recruitment methods .............................................................................................................. 35

3.3.2.2.1 Employer Branding ........................................................................................................... 36

3.3.2.2 Contextual factors-Legal requirements ................................................................................... 36

3.3.2.3 Systematic Approach ............................................................................................................... 37

3.3.2.4 Conclusion ............................................................................................................................... 38

3.3.3 Selection ......................................................................................................................................... 39

3.3.3.1 Selection Interview .................................................................................................................. 40

3.3.3.4 Psychological Contract............................................................................................................. 41

3.3.4 Conclusion- Integrating the perspectives of sameness and difference with Recruitment and Selection .................................................................................................................................................. 43

4. EMPIRICAL ANALYSIS ......................................................................................................................... 44 4.1 Sender (Case Company: ISS) .................................................................................................................. 45

4.1.1 Introduction .................................................................................................................................... 45

4.1.2 Recruitment and selection strategies at ISS ................................................................................... 46

4.1.2.1 Sameness Perspective ............................................................................................................. 48

4.1.2.2 Difference Perspective ............................................................................................................ 54

4.1.2.3 Conclusion ............................................................................................................................... 59

4.2 Receiver (Employees/Diverse workforce at ISS) ................................................................................... 60

4.2.1 Introduction .................................................................................................................................... 61

4.2.2 Recruitment and selection ............................................................................................................. 61

4.2.2.1 Sameness Perspective ............................................................................................................. 61

4.2.2.2 Difference Perspective ............................................................................................................ 65

4.2.2.3 Conclusion ............................................................................................................................... 67

4.3 Conclusion ............................................................................................................................................. 68

5. FINDINGS AND DISCUSSION ........................................................................................................... 69

6. IMPLICATIONS ....................................................................................................................................... 74

7. CONCLUSION AND FUTURE CONSIDERATIONS .......................................................................... 77



REFERENCES .............................................................................................................................................. 82

Character count 174,786 excluding spaces -with abstract – corresponding to 79, 4 standard page

List of Tables Table 1. Section 3.3.2.1. Table 1 shows the types of recruitment methods used by organizations

Table 2. Section 4.1.2.1.Table 2 shows points to ensure sameness perspective

Table 3. Section 4.1.2.2. Table 3 shows points to ensure difference perspective.

List of Figures Figure 1. Section 4.1.2.1. Shows the image of diverse workforce at ISS



ABSTRACT

Today, diversity management is much valuable term for organizations around the globe due to

globalization. Moreover, strategic diversity management can be achieved by advocating the

integration of human resource (HR) practice (specifically the perspectives of sameness and

difference) and alignment of communicative disciples in order to successfully recruit and select the

employees from diverse background.

Therefore, based on the perspectives of sameness and difference, this thesis sets out to examine

how the communicative aspects inherent in the diversity management strategies of recruitment

and selection can be utilized and integrated to derive a strategic approach to diversity

management. This will be examined by an investigation of how the Danish cleaning company, ISS

Facility Services A/S (sender) utilizes and integrates the communicative aspects in the recruitment

and selection strategies of diversity management. In addition, how the diverse workforce

(receiver) perceives and experiences this. Furthermore, this thesis has focused diversity on the

dimensions of gender and culture.

In order to examine the above, this research develops an understanding of the theoretical field of

diversity management through a literature review that analyses and discusses contemporary

literature concerning the origin, development, definitions and paradoxes in diversity management.

This also includes a review of Corporate Communication and SHRM to argue for a strategic

approach to diversity management. The strategic approach to diversity management is discussed

through the literature review about the perspectives of sameness and difference, recruitment and

selection.

Moreover, the literature also suggests strategies for recruitment and selection from a

communicative perspective. The suggested strategies for Recruitment includes employer

branding, contextual factors (legal requirements), and Psychological contract. Furthermore, the

suggested strategies for selection are selection interview and psychological contract. Finally, the

integration of these strategies should be ensured by emphasizing selection opportunities and



organizational values in the employer brand, and by being aware of fulfilling expectations

conveyed through the employer brand, as all of these aspects have an impact on recruitment.

This research is based on the social constructivism and an exploratory research design, in which

case study research is highly appropriate. Furthermore, this thesis also utilizes the qualitative semi

structured interviews, observations and documents as its sources of data collection.

Furthermore, the findings suggested that sender utilizes both the perspectives of sameness and

difference to recruit and select receiver ensure integration by communicating benchmark firm for

diversity to all employees in their employer brands and ensuring that the receiver is treated fairly

within the organization and further ensure continuous recruitment from diverse workforce. And

the receiver also feel that they are treated equally at ISS despite of their gender and cultural

background and they were attracted towards ISS because it was a benchmark firm for diversity.

Further, integration was ensured by fulfilling psychological contract.

Based on the above, three implications for integration were derived: Firstly, integration can be

ensured by focusing on recruiting the receiver, as recruitment functions as a base for

incorporating the perspectives of sameness. Secondly, the fulfilment of the expectations conveyed

by the employer brand is also considered important for selection, and thus integration of the

perspectives of sameness and difference. Thirdly, a dialogical approach between the organization

and employees/diverse workforce should ensure integration of the perspectives of sameness and

difference by co-creating of the employer brand, organizational values and ensure a fair social

exchange relationship, and thus future recruitment and selection.

Key words:- Diversity management, recruitment, selection, perspectives of sameness and

difference.



1. INTRODUCTION

“There is neither Jew nor Greek, there is neither slave nor free, there is no male and female, for you

are all one in Christ Jesus”1

As expressed in the above quote, changes in the global division of labor are blurring traditional

geographic and corporate boundaries. (Barak and Michalle 2005: 97). At the same time, workforce

diversity is today´s reality and it is not a transient phenomenon (Barak and Michalle 2005: 2).

Diversity is significant in organizations, as on the one hand it acts as social justice case (Fredman

and Sagiv 2012). On the other hand, many theorists, researchers and practitioners (for example,

Davidson 2011; Ely & Thomas 2001;Fredman and Brody 1996; Barak and Michalle 2005) have

emphasized the benefits that individuals, groups, organizations, and societies can derive from

diversity, this way it acts like a business case (Bernado et al. 2013: 5). Moreover, Diversity

management recently has a lot of attention in both academia and practice. Globalization,

migration, demographic changes, low fertility rates, a scarce pool of qualified labor, and women

entering the workforce in large scales have led to an increasingly heterogeneous workforce in the

past twenty years ( Beham et al. 2012: 1).

Therefore, it is argued that diversity management is a paramount concern for organizations today

and human resource managers have recognized the need to adopt effective diversity management

practices in order to overcome barriers for diversity and reap the rewards of a diverse workforce.

(Barak and Michalle 2005: 213). In addition, both private and public sector organizations have

turned to specific policies to facilitate the recruitment, and inclusion (through selection) of

employees of diverse backgrounds. (Bratton et al.2003: 220-223). Moreover, this thesis

acknowledges the fact that Diversity has much broader spectrum and it constitutes factors such as 1 http://www.openbible.info/topics/cultural_diversity. Galatians 3:28



age, gender, cultural background, origin, physical condition, working mother, nationality, race,

appearances etc. However, this thesis will examine diversity on the dimensions of gender and

culture.

Moreover, society for human resource management conducted a survey on April 08, 2014 and

found having a diverse workforce is important to recruitment efforts. According to a new Diversity

& Inclusion survey report released in April 2014 by the Society for Human Resource Management

(SHRM), more than one-half (57 percent) of HR, professionals say their recruiting strategies

are designed to help increase diversity in their organization.2

In spite of many arguments for the diversity benefits at work, scholars have pointed out that

diversity can also be associated with the negative outcomes, which can also be exemplified

through this quote:

(…) lead to greater creativity and team performance. However, the preponderance of the evidence

favors a more pessimistic view: that diversity creates social divisions, which in turn create negative

performance outcomes for the group. (Mannix and Neale 2005: 31; Bernado, et al. 2013: 7).

Furthermore, the reason why people often vehemently disagree about advantages or

disadvantages of diversity is that they are approaching the issue from very different perspectives.

It is therefore important to understand these perspectives and look at the organizational

initiatives that each might lead towards. These two perspectives are the perspective of sameness

and the perspective of difference (Beradwell et al. 2004: 242) that will be later defined in this

thesis in section 3.3.1. Based on the Perspectives of sameness and difference, this thesis aims to

investigate the utilization and integration of communicative aspects inherent in the diversity

management strategies of recruitment and selection.

Furthermore, two most important paradigms that drive the need for a strategic diversity

management are strategic human resource management (SHRM) and notion of corporate

communication(Barak and Michalle 2005: 220) as this approach focuses on aligning and

integrating HR practices or communication aspects to enhance company´s economic, social and

cultural changes. (ibid: 222). In addition, several other important aspects such as corporate social

2 http://www.equalitymagazines.com/index.php/blog/235-shrm-survey-finds-diversity-still-important

http://www.equalitymagazines.com/index.php/blog/235-shrm-survey-finds-diversity-still-important



responsibility and corporate culture drive both the need for diversity management in general and

integration of the different activities inherent in diversity management. Thus, to derive a strategic

approach to diversity management, it is considered relevant to examine how the different aspects

of diversity management can be integrated. Nevertheless, this thesis only examines how

integration can be achieved from a communication perspective, which leads to a focus on

recruitment and selection. Moreover, to investigate and propose a strategic and communicative

approach to diversity management this thesis will use ISS Facility Services A/S.3

1.1 Thesis Statement

The research question is the very foundation of conducting good social research. It is crucial since

it will guide the entire research process and influences the research methodology (Bryman 2012:

11). Furthermore, a research question should always be clear and researchable, and should be

neither too broad nor too narrow. In addition, it should provide the research field with a new

contribution. (ibid: 90).

Therefore, based on the Bryman’s suggestion and the above introduction section, this thesis sets

out to investigate how the different communicative elements inherent in the diversity

management strategies of recruitment and selection can be utilized and integrated to derive a

strategic approach to diversity management. Thus, this thesis seeks to answer the following

question:

“Based on the perspectives of Sameness and Difference, how does ISS (sender) utilize and integrate

the communicative aspects of recruitment and selection strategies to manage diversity and how

does the diverse workforce (receiver) experience and perceive that?”

1.2 Structure of the Thesis

3 Henceforth referred to as ISS or sender.



According to Kuada (2012: 45), “one of the most important criteria for a good project is the logical

flow of the arguments”. Therefore, in order to obtain the logical flow of the arguments, this thesis

is divided into seven chapters. The first chapter is the introduction, in which the scope of the

thesis, research area, problem statement, structure of the thesis are described and explained

along with the delimitations in the research area.

Chapter two presents the research method and the subsequent research design utilized for

gathering the necessary data for an examination of the research question. It further discusses the

data analysis method used in this research and the scientific method. Moreover, the chapter will

also review the interview technique that will be applied and the subsequent selection criteria for

choosing the interview applicants. Following, methods for establishing the research quality of the

overall research design will be reviewed according to the scientific approach. Finally, the chapter

will conclude with a review of the chosen method for analyzing the empirical findings.

The third chapter is the theoretical framework where the literature will be reviewed in order to

develop an understanding of the theoretical field of diversity management, and thus expand on

existing knowledge to propose a strategic approach to diversity management. This chapter has

three sections. The first section sets out to introduce diversity management by presenting the

origin and development of the concept including a definition of diversity management. The second

section presents some of the overarching rationales that drive the necessity for viewing diversity

management in a strategic perspective namely, SHRM and corporate communication. The final

section will review the perspectives of sameness and difference and the communicative elements

inherent in the diversity management strategies of recruitment and selection to propose how

these elements can be utilized and integrated to derive a strategic approach to diversity

management.

The fourth chapter presents the empirical analysis. Thus, this chapter is divided into three

sections. Section one examines what is the sender viewpoint on sameness and difference

perspective while recruitment and selection. Hence, based on the perspectives of sameness and

difference, this will help in analyzing the utilization and integration of the communication aspects

inherent in the diversity management strategies of recruitment and selection. The second section



examines how the interviewed receiver4 perceive and experience this. Finally, the third section

will have a conclusion that shows what sender has communicated and what the receiver has

perceived.

The fifth chapter will present the findings from the empirical analysis. Furthermore, in the sixth

chapter, the general conclusions derived from an analysis of the empirical findings will be

discussed according to the theoretical framework to suggest some implications for how to utilize

and integrate the communicative aspects of recruitment and selection strategies.

Finally, the seventh chapter will conclude and sum up the main findings and implications in the

thesis and answer the research question. In addition, this chapter will review the thesis in a critical

perspective and propose areas for future research.

1.3 Delimitations

The accuracy and relevancy of the theory, research and findings depend on several factors and

one of the important factor is to delimit the area, in which the theory will be described and the

followed research, analyses and findings will be conducted. Hence, the delimitations help establish

and frame the parts of the social reality that this thesis wants to investigate.

Firstly, two important Frameworks for understanding inclusion of diversity in the workplace are

practice and communication. (Ferdman 2013: 3).Nevertheless, this thesis will only review the

inclusion of diversity in workplace from communicative perspective due to the limited number of

pages. Essentially, this means that the focus will be on communication aspects inherited in the

recruitment and selection strategies from the perspectives of sameness and difference because

diversity is described as the “variety of differences and similarities/dimensions among people

(ibid: 416).

Secondly, this thesis purposes to investigate the diversity management on the dimensions of

culture and gender. However, this purpose implies a focus on the limited dimensions as there are

many other dimensions related to diversity such as age, disability, and so forth (Barak and

4 Receiver is used for diverse employees at ISS on the dimensions of gender and culture.



Michalle 2005) are not considered in this thesis. As it is argued that national cultural diversity has

now become one of the most crucial problems for management (Beardwell et al. 2004: 395) and

gender. Moreover, ISS has done extremely good management in diversity of culture that could

further be explained from the quote of Finn Vestergaard, HR Director at ISS, “A diversity of culture

is something that is built up over a long time, and I think we are comfortable with this.

Nevertheless, we can even be more better. We have therefore chosen to work even more targeted

with diversity in the coming years.”5

Thirdly, this thesis establishes a general framework for integrating recruitment and selection

strategies in diversity management, while acknowledging, “It is the process and practice through

which groups and organizations can reap the benefits.” (Ferdman 2013: 5). Moreover, the extent

to which individual (diverse group of people) are motivated by different aspects is inherently

subjective and based on the context, individual perceptions, needs and so forth (Brook 2009: 87-

98). Thus, the purpose with the thesis is not to develop a best practice but merely to present a

general framework through research, in which the firm-specific and individualized motivational

factors can be incorporated. Similarly, the notion of global context for diversity management will

not be incorporated into this thesis, for the limited number of given pages. Nonetheless, it is still

noticable that “ to avoid penalties, and to reap the rewards of compliance with local rules in

different national and cultural contexts, managers must understand the legislative and business

related, social policy practices of countries in which they are doing business.” (Barak and Michalle

2005:17)

Finally, the topic of diversity in organizations can be viewed from two different case. One case is

primarily concerned with fairness (Agars and Kottke 2004: 4). The other case is premised on the

idea that diversity constitutes a potential for enhanced performance, which one might call the

business case for diversity (ibid; Williams and O’Reilly 1998). Nevertheless, this thesis is mainly

concerned with the diversity strategies at the time of recruitment and selection and how does

diverse workforce perceive that from communicative perspective. (Kirton et al 2003: 5). Therefore,

the aim of this thesis is not to investigate on which case ISS practices but to see what

communication strategies ISS utilizes to manage diversity through recruitment and selection based

on Perspectives of sameness and difference. 5 See Appendix 2 A- Figure 1



2. RESEARCH METHODOLOGY

The aim of this chapter is to explain in detail and discuss the research method that is utilized in

order to collect the relevant empirical data required to investigate and answer the research

question. This chapter will have four different sections. First section will present the chosen

scientific position. Second section will present the chosen research design and the chosen research

strategy that will be utilized to investigate the research question. Third section defines data

collection methods utilized in this research. Furthermore, as interviews, observations and

documents (intranet) are the chosen method for gathering primary data for this research, this

section will also touch upon the interview technique utilized to obtain sufficient data. In addition,

the selection criteria for choosing interview participants will be explained. Finally, the methods for

enhancing the research quality and achieving authenticity and trustworthiness will be discussed in

this section. At last, in the fourth section, the methods for analyzing the data will be reviewed.

2.1 Scientific Position

The scientific approach is the foundation for the entire research process, as the relationship

between methods, theories, data, and the values of the researcher are prescribed by scientific

approach (Ghauri and Grønhaug 2005: 14). Consequently, during research, the scientific approach

prescribes the ontological, epistemological and methodological considerations. (Bryman, 2012).

Thus, the scientific approach will serve as a guideline and have implications for the theoretical and

methodological actions taken in order to answer the research question. (Kuada 2012)

The chosen scientific approach for this thesis is ontology (social constructivism), as this approach

enables the thesis to investigate the experienced reality (Burr 2003) of the interviewees

concerning the utilization and integration of the communicative aspects inherent in the companies

recruitment and selection strategies. Thus, social constructivism enables the thesis to examine

how sender intend to utilize and integrate the communicative aspects of recruitment and selection

strategies and how the receiver perceive and experience this. Because social constructivism is



placed within the interpretive worldview where the researcher wants to explore how “people

make sense of their social world (…) and the people´s intentions, experiences and motivations”

(Daymon and Holloway 2002: 4).

Subsequently, this focus excludes other scientific approaches, such as hermeneutics in

epistemological consideration. Therefore, this thesis will use social constructivism that is explained

in the following section.

2.1.1 Ontology: Social Constructivism

Ontology has two different positions namely: - objectivism and constructivism (Bryman 2012: 32).

Social constructivism´s fundamental tenet (the ontology) is that reality is socially constructed

through relations, language and context (Burr 2003; Esmark et al. 2005: 15-26). Therefore, social

constructivism questions the existence of an objective reality and argues that reality is socially

constructed by people when they interact and therefore it is not relational and not subjective nor

objective (ibid).

However, several scholars have claimed that there is no clear definition of social constructivism

but that this scientific paradigm consists of a number of different positions that can be placed on a

continuum from a critical to a very radical perspective (Wenneberg). In addition, the critical

perspective focuses on a critical analysis of taken for granted assumptions; on the other hand, the

radical perspective argues that everything is socially constructed (ibid). Furthermore, each position

has its own conception of what social constructivism is and this make it hard to perceive for

understanding of a clear ontological definition of social constructivism. Therefore, Wenneberg

(2000) cautions that one must be aware of which position one takes when conducting research

from a social constructivist paradigm, as each position connotes a somewhat different

epistemological approach. Thus, before selecting a social constructivist position, it is important to

quickly account for the challenges inherent in the radical position.

Wenneberg (2000) cautions that the radical position leads to some severe and paradoxical

epistemological problems. First of all, Wenneberg (2000: 153-158) argues that relativism becomes

a challenge because radical position inherently advocates that true or reliable knowledge cannot



be determined by any method, and therefore each argument can be considered equal in regard to

validity (Burr 2003: 23). Secondly, Wenneberg (2000: 141-146) states that the radical position

challenges the fact that some aspects of the physical reality have inherent differences or are

determined prior to people acknowledging their existence. Therefore, Wenneberg (2000: 161)

claims that science must function as the determinant of what can (and cannot) be defined as

reality. Subsequently, Wenneberg (2000:162-163; 192-196) proposes a criterion for demarcation,

in which application and trust become essential aspects instead of the traditional search for truth

in science. Thus, Wenneberg (2000) proposes that science should be ‘evaluated’ according to the

potential for application in general society and its reliability. Reliability refers to whether the

produced knowledge is trustworthy. These notions are similar to the notions of authenticity and

trustworthiness6 that are usually applied when discussing research quality in social constructivist

research (Daymon and Holloway 2002:94).

Based on the above discussion, this thesis will be founded on the social constructivist position that

Wenneberg (2000) cites as the epistemological position, in which two positions about what

knowledge originate. First position that argues that science is socially constructed, the second one

that claims scientific knowledge is socially constructed, and this is somewhat similar to the radical

social constructivism. Hence, this thesis will be based on the ‘traditional’ position that argues that

science is socially constructed because the second position leads to the same challenges that are

discussed above.

The implication for choosing the epistemological position is that this thesis will also be positioned

within the critical and sociological positions (Wenneberg, 2000). Firstly, this thesis sets out to

question the taken for granted assumptions (ibid; Burr 2003) about diversity management to

uncover the potential interrelatedness between recruitment and selection strategies based on the

perspectives of sameness and difference, and thus, how these strategies can be integrated.

Secondly, the implication derived from the sociological and epistemological positions is that

“knowledge through the interview is socially constructed in the interaction of the interviewer and

the interviewee. Thus, the knowledge is not only found, stored, or given, but is actively created

through questions and answers” (Kvale and Brinkman 2009: 54). Thus, the knowledge and data

produced in this thesis is socially constructed through interaction between the interviewees and 6 These concepts will be discussed in section 2.3.4 concerning the research quality



the researcher (Burr 2003: 152). Subsequently, the knowledge becomes socially constructed and is

only one representation of reality among others that further underscore the significance of basing

the research on the concepts of authenticity and trustworthiness, as discussed above (ibid).

2.1 Research Design

Scholars and Practitioners have different definitions for Research design. Ghauri and Grønhaug

define the research design as “the overall plan for relating the conceptual research problem to

relevant and practicable empirical research” (2005: 56). Therefore, it is clear that the research

design should match the purpose of the research and the scientific approach to obtain the best

possible data to answer the research question (ibid: 46). Moreover, “The research design should

be effective in producing the wanted information within the constraints put on the researcher”

(Ghauri and Grønhaug 2005). Furthermore, these constraints are among others a limited

timeframe, budget and number of pages (ibid). Thus, these constraints limit the number of

research options, the research depth and have implications for the choice of research strategies.

Based on the purpose of the research, an exploratory research design (Stebbins 2001) is utilized in

this thesis. An exploratory research design is considered adequate when the research question is

under-researched and complex (ibid). While the individual concepts of recruitment and selection

are well researched and established within the scientific field, the purpose and subsequent

research question in this thesis, are considered under-researched and complex, as research

concerning the integration of sameness and difference perspective in the recruitment and

selection strategies and their communicative aspects have not been found. Beardwell and Claydon

also support this (2010: 190-191).

According to Stebbins (2001), “The research approach that is most often associated with an

exploratory research design is the qualitative research approach.” However, Ghauri and Grønhaug

(2005: 52-53) argue that a literature review is also accepted as a part of the exploratory research

design. Consequently, this thesis has also reviewed literature to structure the study and identify

relevant concepts and existing theories within the theoretical fields (ibid.). Thus, the literature



review play a major role in the process of developing, gathering and analyzing the primary data

(Daymon and Holloway 2002: 256).

Furthermore, a research strategy that is often associated with exploratory research is a case study

(Ghauri and Grønhaug 2005: 114). In addition, Neergaard (2007: 18) argue that case studies are

useful for investigating and uncovering complex issues, which is similar to the rationale for utilizing

an exploratory design. Therefore, case study will be applied as the research strategy in this thesis.

The next section will explain the case study.

2.1.1 Case study

A case study is an empirical investigation that is composed by a number of data sources to

investigate a given entity or phenomenon in a specific context (Daymon and Holloway 2002: 105).

Moreover, Daymon and Holloway (2002) state that “the purpose of case study research is to

increase knowledge about real, contemporary communication events in their context” (105).

Finally, Daymon and Holloway (2002) also define a case study as a holistic approach that focuses

on exploring relationships and connections with a focus on taken-for-granted assumptions (107).

Consequently, the case study approach is deemed highly relevant both from a methodological and

purposive standpoint, as this thesis purposes to enhance the knowledge about the communicative

aspects in diversity management. More specifically, how are they integrated and the perceptions

about this.

In order to reflect the need for multiple data sources inherent in the case study approach (Ghauri

and Grønhaug 2005: 114), this thesis will divide the case study up into two parts: Sender and

Receiver interviews. Observations and documents will also be taken into consideration. Moreover,

this approach also reflects the sender (i.e. ISS) and receiver (i.e. the diverse workforce)

perspective, and thus multiple viewpoints on the communicative aspects of diversity

management.

The purpose of interviews with the company is to conduct interviews with the Human Resource

managers responsible at ISS to be able to examine how the company works with diversity



management including a review of how they utilize and integrate the communicative aspects of

recruitment and selection strategies.

The interviews from diverse workforce are conducted in order to get a ‘receiver’ perspective on

the application of the communicative aspects of recruitment and selection strategies. Thus, these

interviews help enhance the understanding of how the diverse group of people working at ISS

perceive and experience this, which can be argued to be an indicator of whether the utilization

and integration of the communicative aspects in the strategies of recruitment and selection are

considered effective from a receiver perspective.

Furthermore, the use of documents (intranet) will give an added advantage in realizing the

communicative aspects inherent in Diversity management at the time of recruitment and

selection. In addition, there will be observation of the interview to make it clearer. Coming back to

the interview, interviews will be based on a semi-structured interview, as this type of interview

entails an overview of the topics that must be covered and which questions should be asked in

order to obtain the necessary knowledge within the research field (Kvale and Brinkman 2009).

Thus, this type of interview enables the research to be effective in the sense that the interviews

will cover the relevant areas derived within the theoretical framework. This also presents the

rationale for utilizing a semi-structured interview even though the research design is explorative,

as the theoretical framework can be considered as comprehensive that unstructured interviews

would run the risk of not covering the relevant areas to answer the research question (Daymon

and Holloway 2002: 170-171). The next section will elaborate on data collection methods.

2.3 Data collection

This section aims to present different data collection method used in this thesis. As discussed

above that semi- structured interview, observations and documents are the chosen method of

data collection. Thus, the next section will elaborate on semi- structured interview.

2.3.1 Semi-structured interview



The semi-structured interview is neither unstructured nor structured; therefore, it allows enough

flexibility to adapt the interview to the interviewee’s answers (Daymon and Holloway 2002: 171;

Kvale and Brinkman, 2009). Generally, the semi-structured interview is based on an interview

guide “with a focus on the issues or topic areas to be covered and the lines of inquiry to be

followed” (Daymon and Holloway 2002: 171). Thus, the interview guide will contain an overview of

the topics and suggested questions for each topic. However, the structure and questions are not

fixed but should be adapted to the interviewee’s responses and the general context of the

interview (ibid). Therefore, the semi-structured interview allows the research to become more

explorative and allows the researcher to obtain more elaborate information on the different

topics, if the interviewer “has an ear for the interview theme and a knowledge of the interview

topic, a sensitivity toward the social relationship of an interview and knowledge of what he or she

wants to ask about” (Kvale and Brinkman 2009: 139).

To ensure that the interviews provide sufficient and relevant data the interview guides will be

centered around four themes that correspond to the theoretical framework, namely: the

perspective of sameness, the perspective of difference, recruitment and selection. Subsequently,

the guides will also contain relevant questions to each of the four topics that were reviewed in the

theoretical framework. How the questions will be framed and the general technique for the

interviews will be reviewed in the next section.

2.3.1.1 Interview Technique

The qualitative interview is often referred to as a conversation with a purpose and a form of

structure that attempts to understand the perspectives and perceptions of the interviewees’ lived

world (Daymon and Holloway 2002: 166-168). Thus, the interview is able to uncover complex

feelings, perceptions and thoughts about past and present experiences as interpreted by the

interviewees and expressed in their own words (ibid). This and the fact that interviews usually

utilize a flexible approach correspond well with the exploratory research design (Ghauri and

Grønhaug 2005: 133), as the interview is able to uncover complex issues through its flexibility and

focus on understanding. Therefore, qualitative interviews are deemed relevant as the

fundamental method for gathering primary data in the case studies, as the interviews enable the



researcher to examine how sender utilize and integrate the communicative aspects of diversity

management and how the receiver perceive this.

In Addition, the fact that this thesis utilizes a semi-structured approach enables the researcher to

adapt the interviews to the interviewees’ answers and ask second questions, such as probing and

interpreting questions (Daymon and Holloway 2002: 173-176; Kvale & Brinkman 2009: 135-140).

Consequently, this approach becomes more explorative and enables the research to obtain rich,

elaborate and specific data by asking second questions. Therefore, the knowledge derived from

the interviews becomes “socially constructed in the interaction of the interviewer and the

interviewee” (Kvale and Brinkman 2009: 54). Thus, the knowledge derived from the interviews is

also formed by the questions that are asked during the interview (Burr 2003: 152).

Furthermore, Kvale and Brinkman (2009) state that “a good interview question should contribute

to knowledge production and dynamically to promoting a good interview interaction” (131), This

means, to break the ice, the interviews will start with introductory questions and this way

interviewees will feel comfortable and will talk more openly. Thereafter, a number of more

specific questions will be asked to obtain additional thematic knowledge and to keep the ‘flow’ of

the conversation going. These questions are among others direct and second questions.

Furthermore, the extensive use of second questions will demonstrate attentive listening, which

Kvale and Brinkman (2009: 128) argue establishes a good contact “[by] the interviewer showing

interest (...)”. Finally, Kvale and Brinkman (2009) argue, “the questions should be easy to

understand, short, and devoid of academic language” (131). The next section will discuss about

interview participants.

2.3.1.2 Interview Participants

The sampling strategies used in qualitative research should be determined by the available

resources (e.g. time and budget) and should be purposeful rather than random, as in quantitative

research (Daymon and Holloway 2002: 157; Neergaard 2007: 7-11). Furthermore, it is argued that

redundancy can be used as the primary criterion for determining the sufficient number of

interviewees. The redundancy criterion is applied when additional interviewees provide no new



information – as a rule of thumb redundancy is evident when similar information is repeated

eighty percent of the time (Neergaard 2007: 49-50). Moreover, sampling parameters can also be

used to narrow down the sample size of the target population in order to collect adequate,

relevant and sufficient quality data (Daymon and Holloway 2002: 157-158) within the constraints

of time and resources. Subsequently, the selection criteria for the different interviews will be

discussed next.

Sender Interviews

The interviewees for these interviews were identified based on a clear description of the purpose

of the thesis and the interviews, which led to an identification of who were able to help the most

for the contribution to this research. Specifically, the interviews were conducted with the Head of

HR Manager, HR business manager, and Manager Diversity management team. Thus, it was also

estimated that since the three interviewees have the overall responsibility for strategic diversity

management through recruitment and selection at ISS, additional interviews would have been

redundant.

Receiver Interviews

Nine interviewees were identified based on the following selection parameters: The interviewees

must have been employed for at least half a year; be identified as ‘diverse workforce’ on grounds

of gender and culture by ISS; and willing to share their experiences and perceptions. In detail, four

male and five female participants have been chosen. Among them, only two Danish employees are

chosen whereas the other candidates are from different nationality; Namely, Pakistan, Egypt,

Somalia, Romania, India, Poland and Bulgaria. The rationales for these parameters are that

receiver’ have been able to accommodate to the company culture and have been exposed to

some recruitment and selection strategies. Moreover, the willingness for sharing experiences and

perceptions are crucial to obtain trustworthy data for this research.

Furthermore, the rationales for conducting nine interviews are found in the constraints of time

and budget. Additionally, it is estimated that redundancy will take place when ten employees have

been interviewed at company. Taking this estimation and the limited resources (time and budget)

into consideration, nine interviews are deemed ‘sufficient.



2.3.2 Participant observation

Marshall and Rossman (1989: 79) define observation as "the systematic description of events,

behaviors, and artifacts in the social setting chosen for study". Observations enable the researcher

to describe existing situations using the five senses, providing a "written photograph" of the

situation under study (Erlandson et al. 1993).Furthermore, Demunck and Sobo (1998) describe

participant observation as the primary method used by researchers doing fieldwork. Fieldwork

involves "active looking, improving memory, informal interviewing, writing detailed field notes,

and perhaps most importantly, patience" (Dewalt 2002: vii). Participant observation is the process

enabling researchers to learn about the activities of the people under study in the natural setting

through observing and participating in those activities. It provides the context for development of

sampling guidelines and interview guides (Dewalt: 2002). Schensul (1999: 91) define participant

observation as "the process of learning through exposure to or involvement in the day-to-day or

routine activities of participants in the researcher setting".

Bernard (1994) adds to this understanding, indicating that participant observation requires a

certain amount of deception and impression management. Participant observation is

characterized by such actions as having an open, nonjudgmental attitude, being interested in

learning more about others, being aware of the propensity for feeling culture shock and for

making mistakes, the majority of which can be overcome, being a careful observer and a good

listener, and being open to the unexpected in what is learned (Dewalt 1998).

According to Bryman (2012:431) “Ethnography and participant observation entail the extended

involvement of the researcher in the social life of those he or she studies.” There are different

types of observations (Bryman 2012) and this thesis will use unstructured observation. As its name

implies, unstructured observation does not entail the use of an observation schedule for the

recording of behavior

(ibid). In a sense, most participant observation is unstructured but the term unstructured

observation is usually employed in conjunction with non-participant observation (ibid). However,

in this thesis, this unstructured observation will be associated with participant observation and it is

primarily associated with qualitative research (ibid).



Moreover, observer can play one of the two roles; namely, Covert full member or Overt full

member (Bryman 2012:441). As a covert observer, researcher’s status as a researcher is unknown

and as an overt observer, researcher’s status as a researcher is known (ibid). This thesis will use

overt full member role because it is not possible for researcher to have access to the interview

room at company for participant observation without disclosing the identity of the researcher.

However, this thesis uses semi-structured interviews as the main source of data collection.

Participant observations and documents are additional sources of data collection to retrieve

information that are not retrieved through interviews and to check the authenticity of information

provided in the interviews. Thus, the next section will present documents as a source of data

collection method.

2.3.3 Documents (Intranet)

According to Bryman (2012), “the term document covers a very wide range of different kinds of

source. Moreover, a wide range of different documentary sources can be used in qualitative

research” (543). This thesis will use company’s intranet, internet and visual form (such as

photographs) as a source of documents. Moreover, this thesis will not use personal documents as

a source of data collection method. Furthermore, documents are not the main source of data

collection in this thesis; therefore, it is not required to have detailed information about

documents. The next section will discuss about the research quality.

2.3.4 Research Quality

As stated, the interview approach and technique allow the researcher to adapt the interview to

the interviewees’ answers. This will also help enhance the interview quality, as Kvale and

Brinkman (2009: 164) argue that quality interviews are based on “the extent of spontaneous, rich,

specific, and relevant answers from the interviewee” and “the degree to which the interviewer

follows up and clarifies the meanings of the relevant aspects of the answers” (p. 164).

Furthermore, Kvale and Brinkman (2009) also argue that quality interviews are characterized, to a



large extent, by “the interview being interpreted throughout the interview” and “the interviewer

attempting to verify his or her interpretations of the subject’s answers over the course of the

interview” (164). Thus, the second questions utilized in the interviews help enhance the research

quality.

Moreover, it can also be argued that by briefing the interviewees about the purpose of the

interviews and the ethics followed in connection with the interviews, the interviewees will

become more comfortable, if this is done in a sufficient manner (Ghauri and Grønhaug 2005: 137).

Consequently, the initial briefing about the interview and ethics is fundamental for the outcome,

and thus for the subsequent quality of the interview (ibid; Daymon and Holloway 2002: 182-183).

Therefore, each interview will contain a short briefing and cover the fundamental ethics, such as

the right of informed consent, the right of free choice, rights of privacy and confidentiality (Kvale

and Brinkman 2009: 70-73).

Traditionally, when assessing research quality the concepts of reliability and validity are used.

However, these concepts are grounded in quantitative research. Thus, it is difficult to apply these

concepts directly on a qualitative research setting (Burr 2003: 158; Daymon and Holloway 2002:

88-89). Therefore, Neergaard (2007) argue that the criteria for determining the quality of research

should be defined by the scientific approach. Consequently, it is suggested that research based on

social constructivism should apply authenticity (Daymon and Holloway 2002: 92) and

trustworthiness (ibid.) as criteria for the research quality. Therefore, the next section discusses the

authenticity and trustworthiness.

2.3.4.1 Authenticity and Trustworthiness

Daymon and Holloway (2002: 93) state that authenticity is achieved by applying appropriate

strategies for the ‘true’ reporting of participants’ ideas and when the research helps participants

to understand and improve their world . In this thesis, authenticity is achieved by using fair and

appropriate methods for gathering, interpreting and analyzing the participants lived experiences.

This is ensured by a continuous focus on asking second questions during the interviews and a

thorough method for interpretation and analysis. Finally, based on the perspectives of sameness



and difference, this thesis should also help the interviewees understand the complexities inherent

in the integration of the communicative aspects in recruitment and selection strategies, and thus

help conceptualize this to further improve the work within this area for the mutual benefit of the

‘sender’ and ‘receiver.’ Moreover, Lincoln and Guba (1985) suggest that trustworthiness is defined

by credibility, transferability, dependability and conformability (Daymon & Holloway 2002: 94).

In this thesis, credibility is achieved by presenting explicit rationales for the methodological

choices made concerning interviewees, research design, case company and so forth. Moreover,

credibility is also achieved by ensuring that interviewees recognize the ‘truth’ in the findings,

which is ensured through the second questions asked during interviews (ibid).

Transferability is difficult to conceptualize, as it often refers to generalizability. However, in this

thesis, transferability is ensured by a definition and description of the context (ibid.), in which this

research is conducted and by “the use of two or more case studies [which] enables some measure

of generalization to a wider universe” (Daymon and Holloway 2002: 108). Therefore, Neergaard

(2007: 45-51) state that it is essentially up to the reader of the research to assess and determine

whether the findings can be ‘transferred’ to his/her specific context.

Dependability is achieved by consistent and accurate findings, which is achieved through an audit

trail that describes the processes, decisions and arguments utilized throughout the research

(Daymon and Holloway 2002: 94-100). More specifically, this entails a description of the scientific

approach, its implications on the research and the subsequent research design including the

arguments and rationales for the choices made during the process of writing this thesis. The audit

trail is developed to enable readers to evaluate the adequacy of the analysis (ibid).

Finally, conformability is achieved by being aware of the potential subjectivity inherent in

qualitative research. This is ensured by being aware of own biases, a continuous reflexive (Burr

2003: 156-158) approach when writing the thesis and by the above-mentioned audit trail (ibid)

that is conveyed throughout this thesis by the different rationales and arguments. However, the

point is not to present the truth and objective facts but merely to legitimize and strengthen the

research findings and the subsequent analysis of sender’, and receiver’ experienced social reality

concerning utilization and integration of the communicative aspects of recruitment and retention

strategies based on the perspectives of sameness and difference.



2.4 Data Analysis

According to Daymon and Holloway (2002) “data analysis is the process of bringing order,

structure and meaning to [the] mass of unstructured data” (231). Therefore, it is paramount to

utilize a systematic approach to structure the data (ibid: 234). Thus, there will be the field notes of

the qualitative interviews to provide structure and overview of the data. However, there is no

clear guideline for field notes, but rather it depends on the research purpose (Kvale and Brinkman

2009: 186). Moreover, as the purpose of the thesis is to analyze the perceptions and experiences

that the interviewees have towards the communicative aspects of the diversity management

strategies at ISS not an in-depth analysis of any underlying discourses (ibid).

Furthermore, this thesis will utilize data reduction, which is the process of dividing the data up into

manageable parts by coding, categorizing and summarizing the data (Daymon and Holloway 2002:

232-238; Ghauri and Grønhaug 2005: 206-209). Furthermore, the process of data reduction is

similar to Kvale and Brinkman’s (2009) mode of analysis that focuses on meaning (201-207).

Therefore, the analysis in this thesis will go through a coding, categorization, condensation and

interpretation phase (ibid). Coding is the process of attaching key words to different segments in

the data to provide an overview of the data, whereas, “categorization entails a more systematic

conceptualization of a statement, opening it for quantification” (ibid: 202). Hereafter, the data will

be condensed into shorter sentences that represent the common and central themes found in the

data. Finally, the data will be interpreted by viewing the data through the lens of the established

theoretical framework and through a critical interpretation of the data in a manner that “goes

beyond what is directly said to work out structures and relations of meanings not immediately

apparent in a text” (Kvale and Brinkman 2009: 207).

Moreover, data analysis and interpretation is not a linear process that merely starts after data

collection, but is rather an iterative process, in which there is an interplay between data collection,

analysis and interpretation (Daymon and Holloway 2002: 232-234). Additionally, the purpose of

coding and categorization is also to constantly compare the data in order to find common themes

and contrasts in the data (ibid; Ghauri and Grønhaug 2005: 208-209).



3. THEORETICAL FRAMEWORK

The following chapter will outline a theoretical framework on strategic diversity management

through recruitment and selection from a communicative perspective. The purpose is two-way.

Firstly, review literature to compose an overview of the diversity management field. In addition, to

understand strategic importance of diversity management to enhance the understanding and

knowledge about it.

Secondly, relevant literature concerning the perspectives of sameness and difference and the

communicative aspects of recruitment and selection will be discussed to develop a thorough

approach to diversity management.

Hence, this chapter will consist of an introduction and overview of the diversity management field

with a focus on development, definition and paradoxes in diversity management. After that, to

place diversity management in a strategic perspective, the fields of SHRM and corporate

communication will be reviewed. At last, the theories that will constitute a strategic approach to

diversity management will be reviewed; namely, the perspectives of sameness and difference,

recruitment and selection. Hence, a contemporary framework will be composed in the final part

for research and analysis

3.1 Introduction to Diversity Management

In this section, the origin and development of Diversity Management will be described. Moreover,

this section includes review of the definitions and paradoxes in Diversity Management.

3.1.1 Origin and Development

Diversity Management is not a new concept and organizations are managing diverse workforce

since 1970 or perhaps before that. To be more specific, the term ‘Diversity Management’

originated in North America in 1970 but has slowly taken hold in other regions and countries of

the world(e.g. D’Netto and Sohal 1999;Horwitz,Bowmaker-Falconer, and Searll 1996;Palmer



2003;Palmi 2001). Therefore, diversity management no longer refers solely to the heterogeneity of

the workforce within one nation but often refers to the workforce composition across nations

(Barak and Michalle 2005: 209).

Development of the concept of diversity management goes back to the seventies when the word

diversity referred to minorities and women were perceived as groups of employees (Halina 2009:

29). However, the word diversity is not confined to a particular group for example, gender, where

as it has broader spectrum and the diversity includes other dimensions like age, ethnicity, color,

nationality etc.

Further, Barak and Michalle (2005) claim that there are two types of diversity management. The

first type, intranational diversity management, refers to managing a diverse workforce of citizens

and immigrants within a single national organizational context. The second type, cross-national

diversity management, refers to managing a workforce composed of citizens and immigrants in

different countries. This thesis will deal with the first type i.e. intranational diversity management.

Here, the argument is each diversity management requires a different set of policies and programs

and requires employers to take into considerations the legislative and cultural context of that

country (ibid).

In conclusion, it can be argued that diversity management can create a competitive advantage in

areas such as marketing, problem solving, and resource acquisition (Cox and Blake 1991).

Therefore, diversity management is not the sole domain of the human resource function in the

organization primarily aimed at compliance with legal requirements. It is a systematic organization

wide effort based on the premise for the organizations to survive and thrive, there is an inherent

value in diversity (Bowens et al.1993; Cox and Smolinski 1994; Gilbert et al. 1999). However, this

thesis will focus on diversity management as an important role of human resource function.

After going through the origin & development of diversity management, a definition of diversity

management will be presented in the next section.

3.1.2 Definition



Though there are many different definitions of diversity management available, yet there is no

clear definition of diversity management that can be associated directly with the human resource

management. According to Barak and Michalle (2005: 208), “diversity management refers to the

voluntary organizational actions that are designed to create greater inclusion of employees from

various backgrounds into the formal and informal organizational structures through deliberate

policies and programs”. Similarly, Cox (1994) indicates that “the objective of diversity

management is to create organizations in which members of all socio-cultural backgrounds can

contribute and achieve their full potential”. Hence, it is clear that diversity management is all

about managing group of the disadvantaged people in that particular region or country. However,

role of communication and HRM is often absent in making it clear that HRM is relevant to the

study of equality initiatives (Kirton 2011: 205)

As stated, this thesis will only focus on the recruitment and selection strategies and the

communication aspects inherent in these strategies. Subsequently, this thesis will focus on

aspects, such as how to recruit and select diverse group of people through corporate culture.

Further, after reviewing the definitions, there are some paradoxes inherent in the notion of

diversity management and the contemporary context that is practiced within. We will discuss

these paradoxes in our next section.

3.1.3 Paradoxes in Diversity Management

On one hand Diversity Management has become primary task for the human resource

management, on the other hand it does have some paradoxes associated with it.

Firstly, people often form a prejudice about different group of people. For e.g., the French have

gourmet tastes, Italians are great lovers, Chinese are hardworking, women are emotional and men

are rational (Barak and Michalle 2005: 133). Thus, sometimes it forms a stereotype image while

recruiting or selecting diverse workforce that may not be true. Further, as said by Bar-Tal(1997)

these impressions have been formed by a combination of social, cultural,and political influences

that include previous chance encounters with people of that group, popular media images,



cultural norms of tolerance and partial truths, as well as distortions of the truth that we have

picked from various other sources.

Barak and Michalle further added, Stereotypes and prejudices also make it easier to relate to the

other person as not only different but inferior, and as such not worthy of equal rights and

treatment. Thus, this is the unjust or cruel exercise of authority or power, most often used by one

group to dominate another. A developed society governed by rules of law need a rational

justification for practicing any form of domination (Barak and Michalle 2005:139)

Thus, strategies on diversity management can avoid stereotyping and prejudices at the time of

recruitment and selection. In next section, we will discuss on strategies on diversity management.

3.2 Strategic Diversity Management

In order to argue for the necessity of a strategic approach to diversity management, this section

will present the two important paradigms of diversity management namely, SHRM and corporate

communication. The next section will review on SHRM.

3.2.1 Strategic human resource management

SHRM focuses on ensuring integration between different HR policies and practices, and

consistency between the business strategy and the HR policies and practices (Beardwell and

Claydon 2010: 41-48; Lengnick-Hall et al 2009). Therefore, SHRM is concerned with integration

between the various aspects of HR and integration with the business strategy that is horizontal

and vertical integration, respectively (ibid). Whereas HRM is traditionally defined as a collection of

HR policies and practices that are not necessarily aligned (ibid). Finally, it is argued that the

integration inherent in SHRM leads to more effective organizations, and thus, according to

scholars and practitioners, integration can be a constituent of a company’s competitive advantage

i.e. diverse workforce advantage (ibid).



In regard to diversity management, this integration should be obtained by ensuring that the

different components are aligned. In this thesis, based on the perspectives of sameness and

difference this means that there should be alignment and consistency between the recruitment

and selection strategies, which would lead to horizontal integration. Moreover, vertical integration

should be ensured by linking the diversity management approach to the overall business strategy

of the company for example by identifying key positions within the company, as advocated by

Collings and Mellahi (2009) and Uren (2007). Furthermore, the resource-based view (RBV) has

often been cited as another perspective on SHRM, as this view focuses on the internal resources of

a company rather than the external context (Beardwell and Claydon 2010: 50) that leads to the

argument: If all elements in the VRIO (value, rarity, inimitability and organization) framework are

fulfilled then the company will obtain a sustainable competitive advantage (ibid). In regard to

diversity management the value will be created by attracting, and selecting the receiver, as these

can help improve the company’s business results (Collings and Mellahi 2009; Hatum 2010: 14).

Secondly, rarity and inimitability must be created through an integration of the company culture

and the diversity management strategies, so that these are merged to derive a differentiated

approach to diversity management that matches the company culture.

3.2.2 Corporate Communication

Corporate communication is defined as a management function that seeks to communicate

effectively with internal and external stakeholders to create and maintain positive reputations

with stakeholder groups upon which the organization is dependent (Van Riel 2003: 54-55;

Cornelissen 2011: 4-5). Thus, corporate communication scholars and practitioners advocate that

individual communicative disciplines, such as advertising, employee communications and public

relations are aligned (ibid; Frimann and Mønsted 2012). Subsequently, the argument is that the

alignment of the communicative disciplines will help create a more favorable reputation for the

organization, as the communication becomes less fragmented and contradictory (ibid; Balmer and

Greyser 2003).



Additionally, Balmer and Greyser (2003) argue that all organizations consist of five different types

of identities. This argument can be used to illustrate the importance of a strategic approach to

diversity management, as the communicated identity that is utilized when a company engages in

employer branding must be aligned with the actual identity of the organization. The reason for this

is that an organization’s communicated identity in regard to employer branding will help form the

conceived identity of potential employees’ or more specifically will help form their psychological

contract (Backhaus and Tikoo 2004; Foster et al. 2010). Moreover, the communicated identity will

also impact the current employees’ psychological contract (ibid). Consequently, if the

communicated identity is not aligned with the actual identity then the organization runs the risk of

breaching current and potential employees’ psychological contract, which can lead to reduced

commitment, trust, identification, job satisfaction (ibid; Robinson and Morrison 2000; Zagenczyk

et al. 2011). This will be further elaborated in section 2.3.1.2 concerning the psychological

contract.

3.2.3 Conclusion

The importance of strategic approach to diversity management has been emphasized by reviewing

the literature concerning SHRM, Diversity management and corporate communication, which

illustrated that integration and alignment of HR aspects and communication can create a

sustainable competitive advantage for organizations (Barak and Michalle 2005). Therefore, this

thesis sets out to examine how a strategic approach to diversity management can be developed by

ensuring the integration of the perspectives of sameness and difference between the

communicative aspects of recruitment and selection strategies, which will be the focus in section

3.3.

3.3 Strategic and Communicative Approach to Diversity Management

In the following sections, a strategic and communicative approach to diversity management will be

suggested. Moreover, the equality and diversity policies will be suggested through the



perspectives of the sameness and difference. Therefore, the communicative aspects of equality

and difference concerning recruitment and selection will be investigated to suggest how they can

be utilized and integrated, and thus derive a strategic approach to diversity management in a

communicative perspective.

3.3.1 Equality and Diversity Policies

Equality and diversity policies are seen as desirable to manage diverse workforce. Ultimately,

however, it is up to the decision makers with in the organizations to frame such policies and

choose the form and content of their policies, although there will be certain legal requirements

with which they are expected to operate. (Beardwell 2010: 212)

Moreover, the aim of these policies is to ensure fairness at work. More specifically, to ensure

fairness, should managers ignore the differences between people and treat them the same, or

should managers acknowledge differences and treat people differently?( Porter et al.2008: 261-

263).Therefore, two contrasting perspectives of sameness and difference also lead to different

ways of dealing with the issues of ensuring fairness at work. (Beardwell 2010: 212). Thus, it is

therefore important to understand the two perspectives and look at the organizational initiatives

that each might lead towards.

3.3.1.1 The sameness perspective

A word of warning is needed here. This concept of sameness acknowledges genuine differences

between people, but suggests that attributes such as intelligence, potential to develop skills,

values, emotions and so forth are distributed evenly across different social groups (ibid).

Consequently, it is argued that any differences between people on these attributes are not

determined by their primary dimensions such as race, gender, ethnicity, age, sexual orientation

and so forth, but arise from their secondary dimensions such as family status, upbringing,

experiences, socialization and other contextual factors( Porter et al.2008: 262). Therefore, the



important guiding principle for managers is that people should be treated equally regardless of

their sex, ethnic group, age, and so forth (Beardwell 2010: 212).

Moreover, there are few examples of the kinds of practices that this perspective might lead

organizations to adopt(ibid: 213).For example, a company can ensure that gender is not used as a

criterion to decide whether an employee is suitable for recruitment or selection and the same is

communicated to the prospective employees at the time of recruitment (ibid).

The guiding policy behind these types of initiative is equal treatment. Obviously, any such

organizational initiatives are influenced by the legal context in which the organization is based. In

this thesis, the legal context are Danish State law. There is likely to be legislation that requires

organizations to undertake some actions (ibid). For instance in Denmark the legislation sets some

of the parameters in the recruitment process (See section 3.3.2.1).

3.3.1.2 The difference perspective

The difference perspective assumes that key differences exist between people and that these

should be taken into account when managers are making decisions. Ignoring such differences can

lead to people being disadvantaged (Beardwell 2010: 214; Porter et al.2008). Again, there is a

word of warning. There are two branches of this perspective 1. The collectivist branch; 2. The

individualist branch. This conceptual distinction must be made because each branch leads to

different conclusions about the appropriate policy to put into place (ibid). However, this thesis will

only take into consideration the collectivist branch as the aim of the thesis is to analyze the

diversity management on the primary dimensions of gender and culture and thus the aim is not to

analyze the diversity management on individual grounds. The second branch of the difference

perspective focuses on the individual rather than the social group (ibid). Therefore, this literature

review will only discuss the collectivist branch.

3.3.1.2.1 The collectivist branch



This approach argues that the differences between people are associated with the social groups to

which a person belongs (based on gender, ethnicity, disability etc.) (ibid). In this thesis, as

discussed above the social groups would be gender and culture.

The collectivist branch argues that differences between social groups exist and should be

considered in relation to ensuring fairness at work. This means that it might be relevant to

introduce practices that are based on recognizing differences between social groups, rather than

ignoring differences (ibid). The types of initiatives that might arise from taking this collectivist

difference perspective will be discussed in Table 2 in section 4.1.2.2.

3.3.2 Recruitment

Beardwell and Wright (2004) point out that Recruitment is a process concerned with identifying

and attracting suitable people to meet an organizations HR needs(Porter et al. 2008: 120). Thus,

Recruitment is concerned with identification and attraction. (Cowling and Mailer 1990: 46).

Furthermore, Bratton and Gold (2003: 221) defines recruitment as “the process of generating a

pool of capable people to apply for employment to an organization”.

Taylor and Collin (2000: 317-21) argue that recruitment satisfies Barney and Wright’s (1998) five

RBV (Resource-Based-View) criteria, which might offer a competitive advantage. First, recruitment

might add value by enhancing labor cost efficiencies and/or spilling over to customer perceptions

of the firm’s products or services. Second, recruitment strategy might identify and attract talent

from diverse background (Boxall et al. 2007: 275). Thus, a part of diversity management is

dependent on recruitment strategy. Third, an organizations set of recruitment practices might be

such a complex bundle of tactics that it is virtually inimitable. Fourth, recruitment may be non-

substitutable organizational practice to the extent that the recruitment strategy is innovative and

idiosyncratic to one organization (Boxall et al. 2007: 276). Fifth, for maximum advantage,

recruitment must be aligned with other HR practices, so that recruitment might support and

enhance the benefits of the other HR functions, such as compensation, selection, or performance

appraisal (ibid).



Moreover, recruitment is always been a critical process for organizations and is affected by

internal and external factors (Beardwell 2012; Bratton and Gold 2003; Porter et al. 2008) In

addition, different methods are adopted by organization to recruit prospective employees which

can be seen in next section.

3.3.2.1 Recruitment methods

Recruitment can be from both internal and external sources. The types of recruitment methods

used by organizations are listed below in Table adapted from CIPD (Porter at al. 2008: 127)

Table 1

Recruitment method Percentage of

organizations surveyed

To advertise vacancies internally:

• Intranet 70

• Notice boards 64

• Team meetings 17

• Staff Magazine 13

To attract external applicants:

• Local newspaper advertisements 85

• Recruitment agencies/search 80

• Vacancies information (own website) 67

• Specialist journals/trade press 59

• National newspaper advertisements 55

• Job center plus 54

• Speculative applications/word of mouth 52

• Employee referral schemes 38

• Links with schools/colleges/universities 35

• Apprenticeships/work placements/secondments 32



• Vacancies information (specialist website) 30

• Posters/billboards/vehicles 14

• Radio or TV advertisements 9

• Other 7

Table 1 shows the types of recruitment methods used by organizations Source: CIPD (Porter at al.

2008: 127)

Furthermore, the method chosen will be dependent on the type of vacancy and the organization

concerned (ibid). In simple terms, the method(s) used by a large well-known organization seeking

to recruit a new MD are likely to be different to those of a small business seeking an assistant to

help on Saturdays. There are also cost considerations to bear in mind and legal requirements

(which will be explained in detail in section 3.3.2.2), particularly, in the design and wording of

advertisements (ibid).

3.3.2.2.1 Employer Branding

According to Backhaus and Tikoo, “employer branding is the process of building an identifiable and

unique employer identity, and the employer brand as a concept of the firm that differentiates it

from its competitors.” (2004: 502). Furthermore, it is argued that a strong employer brand attracts

the best possible workers (ibid; Edwards 2010). Therefore, a strong employer brand is considered

valuable in regards to recruitment.

Moreover, Aggerholm et al. (2011: 107) argue that employer branding can be redefined as a

dynamic and interactional process of negotiating and co creating brand values, which suggests

that the employer brand should be co-created and negotiated between the organization and the

potential employees.

3.3.2.2 Contextual factors-Legal requirements



The process of recruitment and selection takes place within a framework of external and internal

influences (Beardwell 2007:190). External direction, through legislation ad publishes codes of

practice, suggests that approaches will be standardize, in Denmark. According to Beardwell, the

factors that affect external context are external labor market factors, Government policy and

legislation. The factors that affect internal context are business strategy, the balance between

external and internal recruitment, financial position of the organization, size of the organization,

cultural differences between organizations, R & S in multinational organizations(2007: 198).

Government policy and legislation plays an important role in integrating the perspective of

sameness into recruitment policy (Beardwell 2010). In this context, as the sender is a Danish

Company, therefore Danish laws and legislation should be in consideration. According to Danish

legislation, employer cannot differentiate between employees due to diversity in gender and

culture.7

3.3.2.3 Systematic Approach

If Recruitment is not to be purely reactive and last minute, it need to be based on HR planning.

This involves forecasting the demand for and the supply of labor, incorporating labor turnover and

retention data (Porter2008: 124).

In terms of Recruitment, the first step is to decide whether a vacancy actually exists. When an

employee leaves, there may be alternative ways of filling the gap left by their departure, such as

reorganization, reassignment of tasks and automation (ibid). The next step involves an analysis of

the particular job. Job analysis refers to “the process of collecting, analyzing and setting out

information about the contents of the jobs” in order to determine the key tasks and roles

(Armstrong 1999: 90). Criticisms of traditional job analysis include its focus on the job, rather than

wider requirements, and that it collects information about the job as it currently exists, assuming

that it will be similar in the future. (Porter2008: 125). Developments include future-orientated job

analysis (Redman and Wilkinson 2001), broader role analysis (Marchington and Wilkinson 2005),

and the identification of competences, i.e.behavioural indicators that have been identified as

7 See enclosed Appendix for Danish Legislation; Appendix 5



relevant to a particular context. After job analysis, job description and person specification should

be made. A job description provides information on the job, typically under relevant headings such

as title, location, main purpose, responsibilities, working conditions and so on. Person

specifications rely heavily on personal judgment, so often such approaches have given way to a

focus on competencies(Porter2008: 126). After this application, form is made and finally job

vacancy is advertised as per the organizations chosen method of recruitment. At last, replies or

applications are received (ibid).

3.3.2.4 Conclusion

In conclusion, organizations should develop a strong and distinguishable employer brand to recruit

the best possible talented employees from diverse background (Ewing et al. 2002). This should be

done by focusing on the unique proposition of tangible (functional and economic) and intangible

(symbolic or psychological) benefits provided by employment, and identified with the employing

company (Backhaus and Tikoo 2004; Lievens and Highhouse 2003; Edwards 2010; Moroko and

Uncles 2008). Moreover, the employer brand values should be co-created and negotiated

between the employer, potential and current employees in order to account for the societal

context that in turn frames the employees’ needs and expectations (Aggerholm et al. 2011;

Cullinane and Dundon 2006). Additionally, contemporary research shows that employees are

valuing the intangible aspects including the possibility of personal development and a strong CSR

profile higher than the tangible aspects in the employment value proposition (Aggerholm et al.

2011; Edwards 2010). Finally, it was found that the employer brand has an impact on the

employment relationship for potential employees, as the employer brand conveys expectations,

promises and obligations that help form potential employees’ psychological contract (ibid.).

Therefore, the employer brand also becomes a basis for determining employee behavior and the

level of motivation, which influence the recruitment, selection and performance (Backhaus and

Tikoo 2004; Robinson and Morrison 2000). Whether the employment relationship becomes

positive, neutral or negative is determined by the extent to which the employer can provide

satisfactory tangible and intangible aspects, and the extent to which the promises and obligations

conveyed are kept (ibid). Therefore, the employer brand messages must reflect the actual identity



of the organization in order to decrease the possibility of breach of the contract, which can have a

negative impact on the employment relationship and lead to lower levels of recruitment, selection

and performance (ibid; Edwards 2010).

3.3.3 Selection

Beardwell and Wright (2004) point out that Selection is a process concerned with selecting and

securing suitable people to meet an organizations HR needs.(Porter et al.2008: 120). Hence,

selection is concerned with choosing the most suitable candidate. Moreover, selection represents

the final stage of decision making in the recruitment process. (Cowling and Mailer 1990: 46).The

two terms: selection and recruitment are often used contiguously and where recruitment stops

and selection begins, is a moot point (Anderson 1994).

Moreover, organizations have become increasingly aware of making good selection decisions,

since selection involves a number of costs. (Bratton et al 2003: 234) It is also crucial to remember

that decisions are being made by both employers and potential employees and that the

establishment of mutually agreed expectations during selection forms part of a psychological

contract, which will strongly influence an employee’s attitudes and feelings towards the

organization (Herriot et al. 1997)

Reliability and validity issues

Two statistical concepts- reliability and validity are of particular importance in selection.

Reliability refers to the extent to which a selection technique achieves consistency in what it is

measuring over repeated use. (Bratton et al. 2003: 235)

Validity refers to the extent to which a selection technique actually measures what it sets out to

measure. There are different forms of validity, but the most important ins election is criterion

validity, which measures the results of a technique against set criteria; this may be the present

success of existing employees ( concurrent validity) or the future performance of new ones

(predictive validity ) (ibid).



3.3.3.1 Selection Interview

Of all the techniques used in selection, the interview is the oldest and most widely used, along

with application forms and letters of reference, referred to by Cook (1994: 15) as ‘the classic trio’.

Various attempts have been made to classify selection interviews, and it may be useful to point

out some of the categories that have been developed (Bratton and Gold 2003: 236)

• Information elicited: Interviews have a specific focus and require information at different

levels: Firstly, an interview may focus on facts. The style of the interview will be direct,

based on a question and answer session. Secondly, an interview may focus on subjective

information once the factual information has been obtained. Lastly, there may also be a

focus on underlying attitudes, requiring intensive probing techniques and usually involving

qualified psychologists (ibid).

• Structure: Interviews may vary from the completely structured, based on planned

questions and responses, to the unstructured, allowing complete spontaneity for the

applicant and little control for the interviewer. A compromise between the two extremes is

most likely, the interviewer maintaining control by the use of guide questions but allowing

free expression on relevant topics (ibid).

• Order and involvement: The need to obtain different kinds of information may mean the

involvement of more than one interviewer. Applicants may be interviewed serially or by a

panel (ibid).

The interview has been described as ‘a controlled conversation with a purpose’ (Torrington et al.

2005:242) and continues to be an enduringly popular part of the selection process. According to

Porter “the traditional (unstructured or informal) interview has a relatively low predictive validity,

yet this is markedly improved by taking a structured approach, using trained interviewers, and

combining the interview with other selection methods.” (2005: 132). Two structured interview

techniques are behavioral and situational interviews. Both use critical incident job analysis to

determine aspects of job behavior that are key to effective performance (ibid.)



3.3.3.4 Psychological Contract

Since its introduction in the 1960s, the psychological contract has been a much-debated subject in

HRM, as several scholars and practitioners have discussed its constructs and merits. Therefore, a

common definition of the psychological contract does not exist (Cullinane and Dundon 2006).

Levinson (1962) defined the psychological contract as “a series of mutual expectations of which

the parties to the relationship may not themselves be dimly aware but which nonetheless govern

their relationship to each other” (Cullinane and Dundon 2006: 114). Moreover, Guest and Conway

defines the psychological contract as “the perceptions of both parties to the employment

relationship – organizational and individual – of the reciprocal promises and obligations implied in

that relationship” (2002: 22; Boxall et al. 2007: 133). From these two definitions it is evident that

the emphasis is on the mutual expectations between the employee and employer, and thus

focusing on a two-way exchange of expectations and obligations in the employment relationship.

Rousseau defines the psychological contract as “(...) subjective beliefs regarding an exchange

agreement between an individual and, in organizations typically, the employing firm and its

agents” (2001: 512). Here, the emphasis is put on the subjective beliefs, and thus the focus is on

the employee perspective. The distinction between whether the psychological contract is

composed of mutual expectations of the employer and employee or the subjective beliefs of the

employees is the main reason for the dispute and the reason that there is no agreed upon

definition of the psychological contract (Cullinane and Dundon 2006).

Edwards (2010) argue that the psychological contract is in fact an exchange of obligations and

expectations between employer and employee, as the employer has expectations towards the

employee. Guest and Conway (2002) further support this notion as they argue that the employer

perspective is neglected in most of the literature concerning the psychological contract. Moreover,

Cullinane and Dundon (2006) propose two relevant critique points of contemporary literature

about the psychological contract that further add to this dispute. Firstly, Cullinane and Dundon

(2006) argue that if the psychological contract is only subjective then it can hardly be considered a

‘contract’ as a contract is constructed between two or more persons. Secondly, Cullinane and

Dundon (2006) claim that the psychological contract is in fact formed in the wider societal context



and not only in the interaction between employer and employee, which is also supported by

Aggerholm et al. (2011). Thus, the societal context must be accounted for in the co-creation and

negotiation process of the employer brand, which enhances the organization’s possibility of

reflecting changes in the environment, and thus the current and potential employees’ needs and

expectations (ibid). Finally, the notion that the psychological contract should only be viewed from

the employee perspective conflicts with the definition presented by Aggerholm et al. (2011) that

the employer brand is negotiated and co-created between current and potential employees and

the organization, as this approach is based on the view that the employer brand, and thus the

psychological contract are socially constructed.

Therefore, this thesis acknowledges that the psychological contract is the exchange of reciprocal

expectations and obligations between an organization and employee that forms the employment

experience. Nevertheless, this thesis will focus more on the employee perspective, as the purpose

is to examine for example how breach may affect the receivers and the subsequent integration of

the communicative aspects in diversity management.

According to Robinson “psychological breach is a subjective experience based not only (or

necessarily) on the employer’s actions or inactions but on an individual’s perception of those

actions or inactions within a particular social context” (1996: 576). Thus, it is a person’s perception

that determines whether the psychological contract has been breached or not. Moreover,

Robinson and Morrison found that “[regardless of whether or not these perceptions] are accurate,

[they] have been found to reduce employees’ trust, job satisfaction, intentions to remain with the

organization, sense obligation, and in-role and extra-role performance” (2000: 525). Additionally,

breach has also been found to impact commitment and organizational identification (ibid;

Zagenczyk et al. 2011). Subsequently, breach of the psychological contract can impact the

employment relationship through the employees’ attitude and behavior towards the job and the

organization, which in turn can affect the organizational performance and future recruitments and

selection (Robinson and Morrison 2000; Backhaus and Tikoo 2004). Therefore, Robinson and

Morrison (2000) argue that it is important that organizations are aware of what they promise

employees and that the organization must increase the amount of honest and open

communication, as this will help lessen the incongruent perceptions.



In order to understand how perceptions of breach can occur, it is important to understand the

elements of the psychological contract and under which circumstances it is formed. Rousseau

(2001) presents an extensive framework for the development of the psychological contract, in

which it is argued that the psychological contract is formed by pre-employment experiences,

recruitment practices, early socialization and later experiences.8 The pre-employment phase is

where a potential employee “[possesses] beliefs regarding work, [his] occupations, and

organizations generally that set in motion certain responses to joining with an employer”

(Rousseau 2001: 512). Moreover, Aggerholm et al. (2011) and Cullinane and Dundon (2006) argue

that the employees’ expectations and needs are also influenced by the societal context.

Furthermore, Cullinane and Dundon argue that employee needs and expectations “are often

imposed by corporate values and interests, particularly through the use of advertising [and]

marketing (...)” (2006: 123). Thus, employer branding also becomes an aspect that influences

potential employees’ pre-employment beliefs. Secondly, post-hire socialization concerns a

continuous revision of the psychological contract according to various ‘stimuli’ such as

organizational change and organizational communication that can lead to a re-negotiated or

breached contract (Rousseau 2001).

From the above review, it is evident that an employer brand can influence the formation of the

psychological contract in all the phases, as the employer brand can influence the pre-employment

experiences concerning perceptions of working for the organization and its image and the post-

hire socialization, which is further supported by Ewing et al. (2002) and Edwards (2010). Thus, the

employer brand impacts both current and potential employees by influencing the development

and revision of their psychological contract.

3.3.4 Conclusion- Integrating the perspectives of sameness and difference with

Recruitment and Selection

In conclusion, the concepts of recruitment, selection and the perspectives of sameness &

difference are interrelated, and thus they can be integrated. This is evident from the fact that the

8 This thesis will only focus on the communication of psychological contract at the time of Recruitment and Selection, not on later experiences.



employer brand utilizes intangible psychological and symbolic benefits, such as equal opportunity

for growth and the CSR profile to recruit potential employee (receiver) (Lievens and Highhouse

2003). These aspects are also used as the aspects inherited in the sameness perspectives.

Moreover, the economic and functional benefits conveyed through selection interview also selects

receiver by portraying attractive benefits and the same reflects the utilization of sameness

perspective.

Consequently, it can be concluded that the concepts of recruitment and selection and the

perspectives of sameness and difference are interrelate don several levels, and thus the concepts

must be integrated in order to recruit and select diverse workforce that can lead to sustainable

diversity management

4. EMPIRICAL ANALYSIS

The following chapter will conduct an empirical analysis based on the perspectives of sameness

and difference to examine how does ISS utilize and integrate the communicative aspects of the

diversity management strategies of recruitment and selection; including how the receiver at this

company perceive and experience this.

Therefore, this chapter will be divided into three overall sections. The first section will present the

case company and analyze its approaches to diversity management based on the perspectives of

sameness and difference and specifically in regard to the communicative aspects of recruitment

and selection, as this will represent the context, in which the receiver perceive and experience the

communicative aspects of diversity management. Hence, this section will present the R & S

(recruitment and selection) strategies at ISS and the analyses of integration and utilization of the

perspectives of sameness and difference into R & S strategies at ISS.

The second section will focus on how the receiver at ISS perceive and experience the

communicative aspects of recruitment and selection strategies inherent in diversity management

based on the perspectives of sameness and difference.



In third section, both sections will be concluded with a comparative analysis to draw general

conclusions that can be used to present the findings, discussion and implications in the next

chapters.

4.1 Sender (Case Company: ISS)

This section consists of three parts. In the first part, a brief company description of ISS will be

made and followed by an analysis of ISS´ approach to diversity management.9 The second part will

focus on R & S strategies at ISS inherent in diversity management based on the perspectives of

sameness and difference. Finally, there will be a conclusion in the last part.

Moreover, it is important that the selection of case company is based on rationales that reflect the

purpose of the research (Ghauri and Grønhaug 2005: 118-119). Firstly, ISS was found to be

relevant case company as this is a large multinational company. Secondly, ISS is working with

diversity management and have expressed great interest to help explore how diversity

management can be viewed from a strategic and communicative perspective, which has allowed

me to access company information on intranet and conduct interviews with the HR & line

managers and receiver and allowed the researcher for a participant observation as well.

Therefore, the selection of ISS is in accordance with the research purpose of this thesis.

4.1.1 Introduction

ISS was founded in 1901, in Copenhagen, Denmark as a small security firm with 20 night guards.

Today, ISS has more than 530,000 employees worldwide. Moreover, it has public and private

sector customers in over 50 countries, across Europe, Asia, North America, South America and

Pacific (web 1). Furthermore, ISS offers single-service, multi service and integrated facility service

(IFS) solutions to their public and private sector customers around the globe, including cleaning

services, property services, catering services, support services, security services and facility

9 These analyses are based on the observations, website aspect, ISS intranet and interviews with the HR responsible at ISS, which can be found in the Appendices and web references.



management services (ibid). In May 2013, the International Association of Outsourcing

Professionals ranked ISS as the world´s best outsourcing provider, which shows that they have

taken an important step towards achieving their vision (ibid). Again, in 2014, ISS have been

selected as 2014´s best outsourcing service provider and the key strength for this was balanced

performance (web 3).

Furthermore, ISS also works with several values, such as focus on customer, organizational skills,

and management capabilities including a purpose that states: “ISS got the highest score of all the

jurors on the following parameters: size and growth; customer references; organizational

skills; and management capabilities.”(Web 2)

In addition to being named number one among the world's outsourcing providers, ISS also been

awarded a number of more specific honors, including the 'Leaders measured by total revenue',

'Leaders in global coverage' and 'CSR in outsourcing'(Web 2).

Furthermore, diversity management has always been quite prominent practice in CSR strategy

with ISS and the interest in diverse workforce has been expressed on company´s intranet page10

explicitly. Therefore, this thesis analyses the R & S strategies inherent in the the diversity

management. Hence, the next section will present recruitment and selection strategies at ISS.

4.1.2 Recruitment and selection strategies at ISS

ISS does not uses the words Recruitment and Selection separately and therefore both the

recruitment and selection comes under “Recruitment collar” in ISS. Hiring a new employee in ISS is

done differently depending on the employment the employee must have and it comprises of one

or more combination of these four parts, namely, catering, salaried, big picture and hourly. (A 2A-F

4).11 More precisely, in catering at new employment of employees Catering Agreement must be

filled out an employment form, (A 2A-F 6). For salaried, There need to be an approved screening

for salaried employees at ISS but not for the temporary workers. (A 2A- F 5). Big Picture is a

10 See appendix 2A-Figure 2 11 References that are shown in the Appendices. Henceforth, Appendix is represented by A, Figure by F an Participant by P



terminology used to define the complete recruitment collar at ISS, which is given below (A 2A- F

8):-

1. Job Description

2. Approval of Recruitment

3. Job ad

4. Advertising

5. Internal candidates

6. Screening of candidates

7. Conversations

8. Recruitment

9. Contract Signing

10. Refusal

11. Practical Compared

12. Entering the ISS

In addition, hourly Recruitment is for the employees who are hired on hourly basis.

Moreover, at ISS, Employer brand, psychological contract and selection interview acts as an

important R & S strategy to manage diversity from communicative perspective (A1B P2)

At ISS, Recruitment and selection is utilized in a strategic manner to help realize ISS’ purpose and

business strategies (A1B P1) by translating the business strategy into a HR strategy that highlights

the current and future needs (A1B P2) and this strategy involves recruitment and selection of

receiver. Therefore, ISS also views diversity management as an important part of the business

(A1B P3) to recruit and select receivers to help resolve the current and future business needs (A1B

P3).

The aim of this thesis is to find out based on the perspectives of sameness and difference, how

does ISS utilize and integrate the communicative aspects of the recruitment and selection

strategies to manage diversity and how does the diverse workforce (employees) experience and

perceive that . Therefore, the analyses of R & S strategies at ISS is carried out based on the

perspective of sameness and the perspective of difference. Therefore, the next section present R

& S strategies at ISS based on the perspective of sameness.



4.1.2.1 Sameness Perspective

At ISS, diversity management is practiced through recruitment and selection in a strategic manner

to help realize ISS purpose and business strategies (A1B P1). This section analyses how sender

incorporate the sameness perspective into its recruitment and selection strategies. Moreover, this

thesis acknowledges the fact that in Denmark, organizations incorporates the perspective of

sameness into their R & S strategies as they are bound by the Danish legislation (A5). However,

this analysis is carried out on two parameters. Firstly, what ISS does to follow Danish law and

secondly to analyze whether ISS include sameness perspective on top of Danish law to promote

diversity or not. Thus, this will help analyze how ISS incorporates sameness perspective into its

business strategy for recruitment and selection. The following points from Table 1 have been

taken into consideration at the time of analysis.

Table 2: Sameness perspective

1. Does ISS ensure that gender and cultural difference is not used as a criterion to

decide whether an employee is suitable while recruitment and selection?

2. Does ISS ensure that same questions are asked of men and women during

selection interviews?

3. Does ISS ensure that gender-specific language does not appear in job adverts, job

descriptions and other organization documents?

4. Does ISS ensure that part-time working opportunities are available to men,

women, and people from different cultural background?

6. Does ISS ensure the same pay for the same job?

7. Does ISS ensure the rules regarding the display of religious symbols apply to all

employees regarding of their religion or beliefs?

8. Does ISS ensure that any candidate can apply for the job regardless of gender and

cultural difference?

9. Does ISS ensure into its Recruitment and selection strategies to promote

application and selection of receiver on top of Danish legislation?



Table two shows list of practices that ensure sameness perspective at the time of recruitment and

selection (Source: Julie Beardwell, Human Resource Management, 2010)

The dimensions of gender and cultural differences are taken into consideration in Table one.

Moreover, the analysis is not done separately for gender and culture, as there are many situations

where they both are used together. Therefore, in order to avoid redundancy, both the

dimensions of gender and culture are analyzed together.

As discussed before in this thesis, the data is collected by four different mediums, namely; semi

structured interview, observation, documents and website aspects. Therefore, the analyses is done

separately for each data collection method.

Therefore, first this thesis begin with the analysis of the semi-structured interviews to get an

insight on what opinion does company´s manager holds on sameness perspective at the time of

recruitment and selection to manage diversity in the organization from communicative

perspective. As mentioned in section… for semi-structured interview, three HR managers were

interviewed.12

Semi structured Interview

In regard to recruitment, ISS believes that talent may evolve from any gender and around the

world not from a geographical community in particular. Therefore, ISS welcomes employees from

different nationalities and both the genders without any discrimination (A1B P1).Furthermore, ISS

believes that being different is one of their key strengths and that promotes their company’s

culture and efficiency (A1B P1).

ISS also views diversity management as an important area of business to recruit and select the

diverse group of people to help resolve the current and future business needs (A1B P3). Therefore,

HR managers are given training to ensure to avoid any kind of discrimination in the company

during recruitment and selection and even after that (A1B P2). ISS ensure company benefits of

pension and health insurance to all of its employees without any discrimination (A1B P3).

Moreover, ISS does not give gender or ethnicity specific parameter in their job adverts and this

promotes people from all culture and gender to apply for the job (A1B P1).On one side, ISS

promotes people from all nationalities to apply for senior management (A1B P1). On the other

12 Details about interview participants can be found in section 2.3.1.2



hand, there are very few people employed in the top management. The reply for this question

according to Lone Fogtmann is, “ISS is very open to recruit diverse workforce on all the levels.

Language is the only barrier as ISS recruit people with very good written and spoken Danish at top

level” (A1B P1).

However, ISS does not utilize and integrate the perspective of sameness just to fulfill the Danish

legislation. It utilizes this perspective on top of Danish law, which can be illustrated from the

analyses done at ISS. To recruit receiver, sender’s employer brand communicates equal

opportunities through visual communication in their job advertisements and other recruitment

related documents, (A1B P2), which can be clearly seen in the picture on the front page of this

thesis where ISS communicates we all are same despite of our gender and culture, including an

extensive focus on corporate culture for the receiver (A1B P2). Moreover, ISS also focuses on

conveying its purpose, values, culture and CSR profile through its employer brand (A1B P3), which

can also be illustrated from this quote: “we communicate what is the purpose of ISS: we believe in

working together and diversity is the key strength of the company and ISS is considered as

benchmark firm for diversity” (A1B P1). Thus, ISS is not only focusing on being a service industry

but also on its CSR profile (A1B P2). Therefore, ISS’ approach to employer branding also

corresponds to most of the literature review about recruitment, as ISS emphasizes the tangible

(i.e. Working conditions) and intangible (i.e. values, CSR profile and equal opportunities) benefits

in its employer brand. Subsequently, ISS’ employer brand covers the functional, economic,

symbolic and psychological benefits, such as the development of a self-concept connected to the

organizational identity, graduate programme for all and the possibility for growth in organization

Concerning selection, sender ensures that “prospective employees are comfortable” (A1B P3) and

it can be assumed that these basic aspects are similar to the aspects considered in ISS’

psychological contract such as organizational culture (A1B P1). Furthermore, sender also

acknowledges that its psychological contract is also used to select receiver and is considered

essential in this process (A1B P2). Thus, sender also communicates its social exchange relationship

and that the receiver can be proud and comfortable of being employed at ISS, and thus help

improve the diversity (A1B P3).



Observation13

In regard to recruitment, it can also be argued that sender is aware of the usefulness of Employer

brand, as the prospective employees seems aware of the organizational culture which might have

been introduced to them at the time of recruitment. In addition, the observation has analyzed

diversity only on the dimension of culture and not on gender, as both the candidates were male.

The chosen candidates for interview were not Danish, they were Polish and Pakistani and this

shows that ISS promotes diversity at the time of recruitment and recruits candidates despite of

their culture difference. Moreover, the observation was carried at the time of selection interview.

Therefore, it is not able to uncover what all strategies ISS has utilized at the time of job

advertisements and creating employer brand to attract the candidates.

In regard to selection, ISS utilizes selection interview technique as a ‘golden rule’ for selection.

Therefore, the importance of the decision maker is also emphasized, as they should challenge,

encourage and involve the receiver to ensure selection. However, it is also emphasized that the

individual receivers have a responsibility for their own selection. Nonetheless, the analysis was not

able to uncover the extent to which ISS provides feedback and empowerment to ensure self-

management behavior – other than the different development opportunities provided for the

receiver and the extensive focus on the supportive environment facilitated by the manager. The

supportive environment is where the decision maker and receiver have a detailed conversation in

a peaceful manner.

Documents (Intranet)

Concerning recruitment and selection, ISS does not have special advantage to the minorities in

terms of pension and health insurance. It has same plans for all of its employees and employee

portal and monthly meetings (A2 F9). ISS does not adopt many screening processes where as it

follows one single process for screening the candidates. However, screening process is same

except for level five employees (A2 F5). Furthermore, ISS focus on some basic requirements for

recruitment and selection. ISS has wide group of HR professionals working with it, ISS HR service

team can assist the employee with the recruitment needs, and this team is for all the employees

regardless of any diverse image associated with their profile. Thus, this HR team enhance

13 See Appendix 4.



recruitment and selection part (A2 F3). Moreover, as ISS is a large international company, many

hiring go in the company on a regular basis. Temporary workers can be hired for a limited period

of fixed salary or hourly wages. There need not be an approved screening for temporary workers.

Concerning recruitment, hiring a new employee is done differently depending on the employment

the employee must have (A2 F4). Several other parameters can be seen from the angel of

sameness perspective at the time of recruitment and selection. Firstly, at new employment,

reemployment of employees Catering Agreement must be filled out an employment form (A2 F6).

The form must later be completed and signed by the employee and the manager, the day the

employee starts in the ISS. After that, the completed recruitment form to be sent the same day to

the salary department, Canteen manager/ Account manager shall provide a copy of the

employment form to the employees, and even save a copy for themselves (A2 F6). Secondly, when

salary department receive employment form, ISS set up the employee in SAP. It sent an

employment contract with the employee and the welcome material. There will also be sent a copy

of the employment contract on mail canteen manager or account manager and Students may not

be employed in Catering Agreement because Horesta Agreement hires them (A2 F6).

In addition, this can be further illustrated from the following quote, which means there are no

substantiated discrimination cases in ISS: “The number of incidents of discrimination increased

from 10 in 2012 to 11 incidents in 2013. In line with the ISS code of conduct and the International

HR standards, ISS takes all claims of discrimination seriously. All incidents of discrimination that

were filed were investigated and followed up with the appropriate locale legal authorities in the

country Each time an employee filed a claim with the local legal authority, ISS responded with a

position paper on ISS´s understanding of the facts. Most of the incidents filed were dismissed by

the country´s legal authority as being without cause” (A2 F9). This apparently shows that ISS treats

every employee same despite of their gender and ethnicity.

In regard to selection, ISS follows systematic approach mentioned in their Recruitment collar (

sender uses this term for recruitment and selection together) (A2 F7) which eventually shows that

sender treat prospective employees same despite of difference in their gender and culture.

Website aspects



Figure 1: An image showing diversity management in ISS on dimensions of gender and culture Source: ISS Company homepage At ISS, the primary focus seems to be on recruiting and selecting diverse group of employees in the

organization as they show many images on their website that represents diverse group of people

working together (web 5). For example, the above picture from Figure 1 (A3 F6) clearly shows that

ISS manages diverse workforce from different cultural background and this is the key strength of

the company. In addition, ISS would like to improve on its diverse workforce parameter that can be

further illustrated below.

“ISS is one of the most diverse companies with great diversity among its employees and managers

in relation to inter alia, gender, age, ethnicity, religion, disability and sexual orientation. ISS aim to

exploit the diversity of the ISS positive and ISS do this by training leaders in diversity

management. An independent study on the impact of diversity in ISS shows that the efforts to

exploit the diversity positively pays. Multiple teams generally have lower absenteeism and higher

employee satisfaction. The diversity, thereby creating a healthier business” (A3 F6).

Thus, ISS also focuses on its CSR profile and encourages employees to be proud of working at ISS,

and thus strengthen their self-concept. This shows that ISS recruitment strategies also correspond

to the sameness perspective defined in the theoretical section, as the company focuses on

creating an image that all the employees are treated equally and there are number of employees

from different communities

ISS mentions on their website that there are equal opportunities for the ethnic minorities and

they have special plans for it (A3 F7). Sender has a course for them, which is a combination of



work experience, language training and job placement (A3 F7).ISS is certified and they have

different educational opportunities to all to ensure skilled and dedicated employees. We also have

many projects in the ISS, to promote equal opportunities for all, such as our focus on immigrant

leaders and reading difficulties (web 6). According to sender,

“It is important for us to educate our employees, and therefore we have from 2007 to 2009

increased the amount of training days 1824-19400 per year. We continue to work to ensure the

volume of training days so that more people can benefit from our many training opportunities”

(web 6).

4.1.2.2 Difference Perspective

As discussed in above section, diversity management at ISS is practiced in a strategic manner to

help realize its purpose and business strategies and considering this, the thesis analyses the

incorporation of difference perspective into R & S strategies at ISS. From the theoretical section, it

is apparent that difference perspective has two strands: namely, the collectivist strand and the

individualist strand. However, as the analyses is carried on the dimensions of gender and culture.

Therefore, only collectivist strand is relevant for the analyses. Moreover, the points from Table 2

have been taken into consideration at the time of analysis.

Table 3: The collectivist strand

1. Does ISS ensure that single sex training skills have been provided and it is

communicated at the time of recruitment and selection?

2. Does ISS ensure that payment for jobs is based on principles of equal value and the

same is communicated at the time of recruitment and selection?

3. Does ISS ensure that at the time of recruitment job advertisements are aimed at

encouraging applications from under represented group?

4. Does ISS ensure that there is a reassessment of job requirements to open

opportunities to recruit up to a wider range of people?

5. Does ISS ensure that there is a choice of food in the workplace cafeteria that

reflects cultural needs and the same is communicated at the time of recruitment

or/and selection?



6. Does ISS ensure some parameter that make it clear that sender is willing to recruit

and select receiver and the same is communicated at the time of recruitment and

selection?

Table 3 shows list of practices that ensure difference perspective at the time of recruitment and

selection (Source: Julie Beardwell, Human Resource Management)

Similarly, to the analysis done for sameness perspective, the analysis on difference perspective at

the time of recruitment and selection has been done by same methods of Data collection namely

1.) Semi-structured interview, 2.) Observation, 3.) Intranet and 4.) Website aspects. The same three

HR´s have answered the questions on difference perspective as well. The next sub section will

present the analyses done through semi-structured interview.

Semi-structured interview

Sender actively tries to recruit and select receiver as sender considers it is important to have diverse

group of people in organization and while selecting they do not choose Danes only (A1B P3).

Therefore, this clearly shows that ISS consider receiver different and hence incorporate difference

perspective to recruit and select the diverse group of people to help resolve the current and future

business needs.

At ISS, the primary focus seems to be on developing diversity in the organization (A1B P2).

Moreover, recruitment is the first step to ensure that there are a sufficient number of receiver for

future key positions (A1B P1). To recruit receiver, sender is focusing on branding the company as a

good and attractive employer (A1B P1). Furthermore, sender communicates gender and cultural

diversity (A1B P1) in its employer brand through recruitment documents and website that attracts

the receiver. Therefore, communication of gender and cultural diversity apparently shows that

sender utilizes perspective of difference.

Moreover, sender also applies canteen agreement as a part of the receiver’s recruitment and

selection strategy (A1B P3). Quality food also acts as a motivational factor for many employees

and fulfills the psychological need of the employees. Sender has different types of food available in

the Canteen considering the cultural aspects (A1B P3) is a big motivational factor which sender

utilizes in their R & S strategy.



In addition, ISS considers receiver as different and to promote job applications from receiver, ISS

has a jobudviklingscenter (A1B P3); Jobudviklingscentre is specially made for the diverse group of

people who are different due to gender, culture, disability, age etc. (A1B P1). However, as the

purpose of this thesis is to analyze the diversity on the dimensions of gender and culture.

Therefore, the other dimensions are ignored at the time of analyses. Jobudviklingscenter helps

people in getting job at ISS or in their network company who are different due to gender or culture

(A1B P1).

Observation14

At the time of selection interview, the questions asked by interviewer does not seem to target

people from any specific group. Moreover, the questions do not show that they were specifically

meant for a particular gender. However, this thesis acknowledges the fact that both the

candidates were male. It could be a possibility that female candidates were asked different

questions. However, this thesis does not rely on assumptions therefore; the observation done at

ISS does not cover the dimension of gender. As mentioned in the above section, sender has a

canteen agreement and job udviklingscenter for receiver. However, the observation done did not

bring these points out. Therefore, the observation done at ISS does not bring any particular aspect

that shows that incorporation of difference perspective into R & S strategy to manage diversity.

Documents (Intranet)

ISS communicates that it treats its employees differently as it does have different plans for

recruiting women employees and the disabled person (A2 F2). However, this thesis focuses only on

gender aspect and not on disability aspect. Moreover, documents shows that ISS already have

achieved a big success in managing cultural diversity, therefore its primary focus is on recruiting

women employees (A2 F11) and people from diverse culture on top i.e. through internal

recruitment (A2 F10). Apart from this ISS also considers that diversity management is very

important way to manage company’s CSR profile (A2 F12).

Moreover, to recruit women, sender has joined the Minister for Gender Equality Charter for more

women in organization (A2 F11); this means that in the future ISS will work on getting more

women in senior management in the ISS (A2 F11). Furthermore, ISS has a very fine distribution of

14 See Appendix.4 for observation



men and women in the company. Among all employees and managers is 60 % women and 40 %

men. Among all leaders, 50 % men and 50 % men (A2 F11). Thus, this clearly indicates that ISS is

working well on diversity management from gender perspective.

Moreover, Centre for diversity was created in 2007, the center is part of ISS’s HR department (A2

F10). In addition, sender promotes diversity so much that ISS Denmark has established the CSR

Diversity Prize, which was presented to a company that has generated results by working

strategically with diversity management. In year 2014 CSR Awards, a new award was introduced

called the CSR Diversity Prize ( web 5). The award is established by ISS, and given to a company

that has created extraordinary results for the business, by integrating diversity in at least one of

the company s processes. The award show was held 30-31 October, in Holstebro, Denmark (web

5).

Positive effect on the bottom line: With the newly established CSR Diversity Prize, ISS wishes to

create increased public attention around the benefits of diversity and to encourage and reward

other companies that are also dedicated towards creating a diverse workplace (web 5).

Country Manager of ISS Denmark, Martin Gaarn Thomsen, said: “We are well aware that ISS

most important resource to support the objectives of our customers are our 530,000 colleagues

across the world. We work with many different customers, many different industries, and products

and off course people, and our employees have to match this diversity. This is why we have

acknowledged and documented that focused work on diversity, not only benefits society, but

also has a significantly positive effect on our bottom line. With the CSR Diversity Prize, we aim to

encourage and reward other companies that are also dedicated towards creating a diverse

workplace” (web 5)

Website aspects

ISS adopts different methods for recruitment and selection through their website. ISS has

management trainee program apart from the jobs that is a part of recruitment and selection. In

their diversity efforts, they have a special focus on:

• Learn more women in top management

• Learn more immigrant leaders (web 6)



• Maintain seniors

• Helping the unemployed in jobs

• Offer jobs to people with a disability

To support that ISS get more women at the top of our management hierarchy, they have initiated

and implemented a number of initiatives in relation to their recruitment, career development and

personnel policies (web 6). In addition, they have signed Equality Ministry Charter for more

women in management. Today, the percentage of women directors and managers of ISS is 33 per

cent (A3 F2).

The number of immigrant leaders in ISS has increased significantly since in 2008 they formed an

apprenticeship training through which people with different ethnic background than Danish with

the potential to become skilled managers were trained leader. Today, 15% of ISS manager’s

ethnic background other than Danish (A3 F2).

ISS efforts to bring the unemployed into jobs via ISS Jobudviklingscenter. Here the company help

both unemployed who need professional counseling, and vulnerable unemployed people with

barriers to finding work. Due to their extensive business network of ISS workplaces and

cooperative companies, they have great success with this. Moreover, in ISS, Social Responsibility

for employees include - Job development, diversity and welfare (A3 F5).

ISS believe that all people have the potential and therefore are candidates for a job. As part of ISS

diversity efforts, they have an objective to support community groups with special needs.

Therefore, they have undertaken projects that focus on the unemployed, people with different

culture, language difficulties or disabilities in jobs (A3 F3).

The aim of the project is to develop a holistic and business-oriented approach, fostering

opportunities to get a job when you are in the above group of candidates. ISS Jobudviklingscenter

behind the many projects (A3 F3).

ISS is working on and have completed several projects in different ways focuses on integrating



both the immigrant, people with disabilities and long-term unemployed to enter the labor market,

such as:

• Traumatized at work (TRIA)

• Immigrant women in jobs

• Back from work (TIVA)

It pays to have satisfied, dedicated and studious people, and ISS is therefore committed to be a

good site with space and opportunity for all (A3 F3).

Without employees, ISS would not have achieved the success they have today, which is why they

emphasize well-being, satisfaction and development high. In the latest MTU, they achieved a score

of 3.9 out of 5 - one of the best results in the service industry (A3 F4).

4.1.2.3 Conclusion

In regard to recruitment and selection, ISS seems to focus on ensuring that it does not discriminate

at the time of job advertisement and gives equal opportunity to everyone to apply for the job.

However, as per Danish legislation, ISS cannot write specifically the need for a particular group of

people ….

This section aims to conclude the Senders viewpoint on sameness and difference perspective. ISS

utilizes both the perspectives of sameness and difference at the time of Recruitment and

selection. Moreover, CSR plays and important role as one of the strategies of the diversity

management. ISS does not use difference perspective as much as it uses sameness perspective

and this we will later discuss in our chapter six that how ISS can be benefitted by utilizing both the

perspectives on an equal scale or try to change their recruitment and selection policies in order to

manager diverse workforce

In regard to the integration of sameness perspective into the R & S strategies, sender seems to

focus on ensuring that it offer competitive employment conditions that consist of same pay for

same job, bonus, pensions and other facilities to receiver. However, sender also emphasizes that

competitive employment conditions are only the basics which employer has to perform in order to



fulfill the Danish legislation. In addition, there are more important aspects to recruit and select the

receiver, such as equal opportunity, and the CSR profile of the company. Hence, sender focus on

the economical, functional, psychological and symbolic benefits in their employer brands.

Moreover, sender was more explicit about also putting emphasis on communicating its visual

communication, vales and culture to recruit receiver. Thus, the focus on the values and culture in

the employer branding conveys the functional (i.e. organizational culture), symbolic (i.e. ISS CSR

profile) and psychological (i.e. equal growth opportunities) benefits.

The integration of difference perspective is built on different aspects at the time of recruitment

and selection. Firstly, sender communicates gender and cultural diversity in employer branding as

a part of Recruitment strategy. Secondly, Communication of Canteen agreement at the time of

selection. Thirdly, communication to the prospective applicants about jobodudviklingscenter,

which helps in getting job due to diversity in gender and culture. Thirdly, sender has created a CSR

diversity prize, which is for the firms that include diverse workforce in their organization. Hence,

supporting diversty. Finally, sender has special plans for supporting immigrant women in jobs.

4.2 Receiver (Employees/Diverse workforce at ISS)

This section aims to cover up the viewpoint of receiver on sameness and difference perspective at

the time of recruitment and selection.

This section will be divided into two overall parts to create a better overview of the analysis. The

analysis would be carried from receiver’s perspective. ISS has large number of diverse employees

working with it and for sure, these employees have become part of the ISS after going through the

process of recruitment and selection. Thus, the first part will examine how the employees at ISS

perceive and experience the sameness perspective utilized at the time of recruitment and

selection. Furthermore, sameness perspective falls under one of the way to manage diversity.

Therefore, in other words, this section is analyzing diversity management from receiver’s

viewpoint



4.2.1 Introduction

The analysis has been done with the data collected from semi-structured interview done 9

employees at ISS. The chosen number seems sufficient as this is not a survey but semi structured

interview. Hence, at the time of interview required answers are obtained. The participants have

been chosen very carefully. The participants are chosen considering their nationality and gender

(A). Four male and five female participants have been chosen. Two Danish employees are chosen

whereas the other candidates are from different nationality; Namely, Pakistan, Egypt, Somalia,

Romania, India, Poland and Bulgaria.

4.2.2 Recruitment and selection

ISS does not give any special treatment according to social group membership concerning

different ethnicities. “When I was interviewed at ISS, I was told that ISS has special policy for

women employees for promotion (A1C P10).This helps in analyzing that ISS also uses difference

perspective for recruiting women employees though it does not mention this on job

advertisement. Concerning selection, ISS does not offer employees a choice of benefits from a

menu so they can tailor a package to suit their individual needs. This statement, “(…as I was not

offered any choice in my package”, (A1C P7) can further elaborate this. I am very happy working in

the ISS but I do not expect to get promotion here, as they do not have any plans for foreigners. I

have always been loyal to the company and very hardworking, despite of this, I cannot be

promoted because my Danish is not so good and I do not get chance to improve my language as I

am busy in work (A1C P7). Further, Receiver’s viewpoint on sameness perspective is carried out in

light of recruitment and selection in the next section.

4.2.2.1 Sameness Perspective

From the data, it is evident that different aspects attracted the interviewed candidates prior to

seeking employment at ISS. The primary attractor was the ISS cultural values, which are facilitated



through the possible opportunities for foreigners at ISS (A1C P10) or the job itself and the

challenges it provides. This is also illustrated through this quote, “Therefore I applied for the job

because it was ISS where in I can practice my religious beliefs along with my work” (A1C P6). Thus,

the fact that the cultural values are valued highly (A1C P11) also exemplifies the importance of

equal treatment in the organization, (A1C P11) as it can be argued that inherent in the wish for

special treatment is the psychological desire for personal growth and development both

professionally and personally (A1C P4).

Based on the interviews with the employees at ISS, it is apparent that the employees feel that they

never felt rejection, non-acceptance and unfair treatment in the organization (A1C P11) because

of the fact that they differ from the dominant social group in the organization (A1C P4).

Furthermore, the same thing was communicated to them at the time of interview that they will

not feel excluded and marginalized (A1C P8). In addition, if ever they feel victims of abuse and

harassment they can complain for that (A1C P4).

Further, this analysis is divided into four parts concerning the job and person specification,

recruitment methods, advertisement designs and selection techniques, which have been derived as

common themes in the analysis of receiver’s viewpoint on sameness perspective by mean of

interviews.

Firstly, some of the interviewed employees said that the job specification was very clear and a

comprehensive job description was mentioned (A1C P5). Furthermore, duties and responsibilities

of the vacant position was well defined and the location was mentioned which can be further

illustrated from the given quote- “I was looking for a job in my city when I came across this

vacancy (A1C P12) and I considered myself to be a fit candidate after going through the job

description.” Moreover, the picture in the job advertisement encouraged me to apply for the job

as it showed people from other cultural background (A1C P8). Thus, it is apparent that receiver

perceive visual communication as a mean of effective recruitment strategy through employer

branding. Moreover, the specification of personal characteristics of a person is mentioned in terms

of attainments and not in terms of physical makeup. For example, according to Mr. Ahmed, “I felt

confident to apply for the job because the personal characteristics which ISS was looking for were

not the health or appearance, it was mainly experience” (A1C P8).



The next step involves analyzing recruitment methods applied by ISS. ISS choses different methods

for recruitment such as word of mouth, formal personal contacts, notice boards and advertising

(A1C P5). Moreover, it is very much unlikely to calculate the percentage which method ISS prefers

over another. Moreover, I have been recruited in ISS as one of my friend told me that there is a

vacancy, I went for the job, and I got it. This clearly indicates that here ISS has chosen word of

mouth as recruitment method. Furthermore, one receiver has clearly said in the interview, “I saw

the job advertisement on one of the career website and I applied for the job” (A1C P10). Here, this

thesis analyses that ISS has chosen advertisement as its recruitment method. No one among from

the receivers has been recruited through recruitment agency and this shows that ISS does not

prefer recruitment agency as its one of the recruitment method. Nevertheless, the aim of this

thesis is not to examine which Recruitment method sender prefers, the aim is just to find by which

method receiver can perceive or experience what sender wants to communicate.

In next step, this thesis will analyze the design of advertisements utilized by ISS. Design of

advertisement reflects the communication of the company to its prospective employees.

According to Mr. Ahmed, “salary was not mentioned in the advertisement.” If the salary had

indicated it would have attracted me more (A1C P8). However, there was nothing as such in the

job advertisement that was vogue or I could not understand (A1C P7). Furthermore, I have found

the advertisement quite clear and appealing and the information mentioned was very realistic

(A1C P6). One of the interview participant has said that ISS has very good reputation in the service

industry and therefore I was not hesitant to apply to ISS (A1C P7).Therefore, this reflects the

corporate image of ISS in job advertisement. ISS does not mention any specific qualities other than

the experience in the same industry (A1C P12) hence, wide range of candidates can apply for the

job. This indicates the company needs just the right candidate. In addition, this helps in analyzing

that ISS treats all of its prospective employees equal. Their choice is not biased to a particular

community or other such factor.

Now, this thesis will analyze the selection techniques involved in the selection process from

sameness perspective. Furthermore, selection interview is chosen technique for the analysis.

However, this thesis acknowledges that there are other selection techniques namely: - telephonic

interview, pschchometric testing etc.



Selection Interviewing is universally popular as a selection tool (Torrington et.al. (2002:242). After

submitting my application for job to ISS, I received a call ten days later for the interview, I went for

the interview, and I was selected (A1C P6). However, one of the candidate reported that he never

had any interview which can be clear from this quote, “one of my friend told me for the job and he

spoke with his manager and he directly called me for job” (A1C P9). Candidate never had any

interview, not even on telephone. I do not know what questions were asked to other candidates

during selection interview but mine question were quiet general (A1C P9). There was no gender

specific language mentioned on the job advertisement (A1C P12). I do not know others salary but

I believe ISS has same salary for specific job. I am Muslim, I can offer my ritual prayer during my

breaks, and ISS has no objection in this (A1C P6). I find it easier to apply to ISS because I am from a

different cultural background and ISS supports employees from every culture (A1C P8).

Concerning selection it is apparent that all the interviewed receivers at ISS were attracted by the

job itself or special opportunities that the company provide through the fact that ISS is a large

international company, which is a benchmark firm for diversity (A1C P5). Thus, the psychological

benefits inherent in development through equal opportunities seem to be important to attract the

interviewed receivers. However, it was also argued that the fact the receivers were attracted by

the mere size and global representation of company (A1C P4) also illustrate the functional

benefits, as the size and global representation of both companies can be argued to be some of the

foundation for the possible career opportunities (which was also reflected in the graduate

programme). Moreover, additional functional benefits that attracted some of the interviewed

talents also include the culture and work environment at ISS, as several receivers emphasized the

positive and dynamic culture at the companies (A1C P5, P7, P9).

Furthermore, only three of the nine talents explicitly stated that they were attracted by the image

or values (i.e. the CSR profile) of ISS, as they found the fact that ISS works with diversity something

they could relate to. Consequently, it can be concluded that the psychological and functional

benefits conveyed in the employer brands seem more important than the symbolic, in this case.

However, all the receivers that were not initially attracted by the values and image of ISS stated

that they were proud of working with sender today due to its values. Finally, none of the receivers



stated that they were attracted by the economic benefits despite of the fact that several of the

talents emphasized the importance of a fair salary in regard to motivation and selection.

In terms of the psychological contract and the fulfilment of this, the receivers stated that ISS has

largely fulfilled the promises and expectations that the receivers had to the companies when

entering these (A1C P4, P9). This is illustrated from the fact that the companies have lived up to

the promises and expectations concerning equal opportunities, the culture and values. Therefore,

sender seems to utilize realistic and honest information in their employer brands to portray the

companies’ actual identity. However, some of the receivers also stated that they felt some of their

initial expectations were not met, as some of them felt that their development was evolving too

slow, that there are too many employees to fill leadership positions and that there is a lack of

training (A1C P8). Therefore, it is also apparent that sender both fulfil and breach the receivers’

psychological contracts, which also impact the receivers’ subsequent motivation.

4.2.2.2 Difference Perspective

From the data, it is evident that different aspects attracted the interviewed receivers prior to

seeking employment at ISS. The primary attractor was the communication of gender and cultural

diversity through employer brand, which are facilitated through recruitment documents for the

possible opportunities for receiver at ISS (A1C P10) or the job description itself and the challenges

it provides (A1C P11) This is also illustrated through this quote “I wanted to work in a firm which

has social values for all employees irrespective of their diverse background” (A1C P11). Thus, the

fact that organizational culture are valued highly also exemplify the importance of the

psychological benefits, as it can be argued that inherent in the wish for career opportunities is the

psychological desire for personal growth and development both professionally and personally.

In terms of functional benefits, some of the receivers also mentioned the importance of the

Cafeteria with different food menus at ISS as an attractor, as they choice in food more attractive

(A1C P9). Furthermore, P7 also mentioned the fact that ISS has a graduate programme as an

important aspect, as this programme could provide opportunities for employees from diverse

background. Despite of the fact that the interviewed receivers stated that they were primarily



attracted by the equal growth opportunities, they also stated that they have come to learn ISS as

an attractive company (A1C P7) and that they are glad to be employed there today for several

reasons, which are examined in this thesis. Moreover, sender help scope the future career and

enhance the personal and professional development (A1C P6). This highlights a combination of the

functional, psychological benefits, as the functional benefits are facilitated through the structure

that the graduate programme provides, and the psychological benefits are reflected in the

inherent wish for development in the graduate programme (A1C P4).

Some of the interviewed receivers were explicit about the image (i.e. CSR profile) of ISS as an

important aspect about applying for a job (A1C P4, P8, P10). However, few receiver also pointed

out that the primary factor for seeking employment was the job opportunity itself and not so

much the image of ISS (A1C P5, P6). Therefore, in this case, the psychological (and partly the

functional) benefits seem to be more approaching for recruitment than the symbolic benefits

offered by the perceived image, values or CSR profile. Moreover, none of the receivers mentioned

the economic benefits, as an important attractive feature despite of the fact that some of talents

view the salary as a motivational factor, which will be discussed in more detail in the selection

analysis.

ISS does not provide any single sex training (A1C P7).There are many promotional activities in ISS if

we work well or take higher education (A1C P5). I feel ISS is a big company so they must be giving

the same salary (A1C P11). However, I have not been communicated this thing by ISS at the time

of recruitment and selection. I was very comfortable to apply in ISS as they do have diverse

workforce working with them. I have not specifically seen this comment in their job advertisement

(A1C P11). The place where I work in ISS has no food choice at all. It´s just coffee and tea (A1C P8).

ISS canteen is good with freshly cooked food and they do have different menus but unfortunately,

I cannot use the canteen as I am working in a school (A1C P8).

At ISS, the primary focus seems to be developing the right workforce (A1C P5) recruiting the best

and the brightest group of people and retaining these talents (A1C P5) to ensure that there are

sufficient number of capable diverse workforce for future key positions (A1C P12). As seen in the

theoretical section, the difference perspective depends upon two strands, firstly, the collectivist

strand and secondly the individualist strand. This section aims to analyze the receiver’s viewpoint

on difference perspective from both the strands. None of the interviewee told that job



advertisements were aimed at encouraging applications from under represented group.

Furthermore, the next section will provide more insight onto this.

4.2.2.3 Conclusion

Receiver at ISS feels that they are not secluded because of their diversity. ISS treats them in a

same manner like it treat any Dane. However, it is hard to get promotion in the ISS because of the

language barrier and the educational background.

In regard to recruitment and selection it is apparent that all the receivers at ISS were attracted by

the visual communication and the equal opportunities that the sender provide through the fact

that ISS is a benchmark firm for diversity and sender perceives that they have more chance to

grow in this company despite of their diverse background. Hence, the psychological benefits

inherent in the growth through equal opportunities seem to be important to recruit the talents.

However, it was also argued that the fact that receivers were recruited by the size and global

representation of the company also illustrate the functional benefits, as the size and global

representation of sender can be argued to be some of the foundation for the possible

opportunities (for e.g. graduate programme). Moreover, additional functional benefits that

attracted some of the interviewed receivers also include organizational culture at ISS.

Furthermore, only few receiver explicitly stated that they were attracted by the CSR profile of the

company. Also, receiver experience supporting environment and supporting manager at the time

of selection interview and this also forms the part of the psychological contract. Subsequently, it

can be concluded that the psychological and functional benefits conveyed in the employer brands

seem more important than the symbolic. Finally, none of the receiver stated that they were

selected by the economic benefits despite of the fact that some receivers emphasized the

importance of fair salary in regard to selection.

This is also reflected in the recruitment and selection analyses. However, it is important to notice

that it can be argued that the equal growth opportunities can also be functional benefit, if it is just

the growth opportunities that are attractive, which are facilitated by the size and structure of the

company (i.e. functional benefits). Nevertheless, the equal opportunities for growth become a



psychological benefit if it is the perceived challenges and development derived from the

opportunities that are the main attractor. Therefore, it can be argued that both the psychological

and functional benefits have had an influence on the interviewed receivers’ desire to seek

employment at ISS.

4.3 Conclusion

Concerning utilization and integration of the perspectives of sameness and difference between

recruitment and selection strategies at ISS, it is apparent that sender is utilizing and integrating

both the perspectives into its R & S strategies to manage diversity. In addition, most of the

communicative aspects perceived and experienced by the interviewed receiver are in alignment

with what sender wanted to communicate except few exceptions. Firstly, employer brand

communicated that sender treats every employee same through equal growth opportunity

despite of the diversity due to gender or culture and receiver also feel that they are not

discriminated in the organization. Secondly, the sender communicated that the integration of

sameness perspective is not only to fulfill Danish legislation. Moreover, the integration was on top

of Danish legislation. And receiver also feels that sender is promoting diversity on top of Danish

legislation and this is why ISS has introduced a New Diversity CSR Prize.

However, there are some findings where the communicated aspects are not perceived by some of

the receiver. The fact that sender has a jobudviklingscentre to promote diversity is not perceived

and experienced by some of the receiver. Moreover, the fact that the utilization of sameness

perspective for sender is not sameness perspective for some of the receiver. For example, sender’s

view on the diversity images shown on the websites and documents (for e.g. picture on the front

page of this thesis) is that we all are same. Most of the receiver have perceived the same message,

where as, some of them have perceived that sender consider them different. However, sender

does not discriminate due to this difference and shows that we all work together despite of the

difference in gender and culture. Hence, the integration is not homogenous but heterogeneous.



Therefore, it can be concluded that concepts of perspectives of sameness and difference and

recruitment and selection are interrelated. In addition, sender has successfully utilized and

integrated the communicative aspects of recruitment and selection strategies to manage diversity,

where in receiver has almost perceived and experienced the same message that sender wanted to

communicate. Still, there are places where receiver did not perceive and experience what sender

wanted to communicate. Moreover, there is no specific framework developed by sender for the

incorporation of these two perspectives. The aim of this section is not to present all the findings

as the next section will describe in detail the findings derived from the analysis.

5. FINDINGS AND DISCUSSION

This chapter presents and discusses the empirical findings according to the theoretical framework.

Thus, the purpose is to present the findings based on the empirical analysis and afterwards discuss

and combine the research findings with the theoretical framework in order to derive the

implications for how the communicative aspects of the diversity management strategies of

recruitment and selection can be utilized and integrated based on the perspectives of sameness

and difference. Moreover, as stated earlier, diversity management is based on the dimensions of

gender and cultural differences.

Based on the perspective of sameness, the utilization and integration of communicative aspects of

recruitment and selection strategies for managing diversity leads to some interesting findings that

are based on two parameters. Firstly, sender is utilizing sameness perspective because of the legal

contextual factors imposed by Danish State Law. Secondly, sender is utilizing sameness perspective

on top of Danish State Law. Therefore, firstly, this thesis will present the findings where sender is

utilizing and integrating sameness perspective due to Danish State Law. Secondly, this thesis will

present the findings where sender is utilizing and integrating sameness’ perspective on top of

Danish State Law.

The communication from sender’ to receiver’ by the means of job advertisements, job

descriptions and other recruitment related documents does not specify any gender specific

language. Moreover, it does not discourage applicants from other cultural backgrounds. In

addition, sender ensures that part time work is available to any employee despite of their gender



and cultural difference and the same is communicated through their employer brand. Moreover,

the salary of the employee is same for same job and is not affected due to the diversity on the

dimensions of gender and culture. Thus, sender ensure that payment for jobs is based on

principles of equal value and the same is communicated at the time of selection through

psychological contract. In addition, sender allows every employee to follow his or her religion. .

Finally, everyone is encouraged to apply for the job regardless of his or her cultural differences

and gender and sender promotes this. Thus, sender is utilizing and integrating the perspective of

sameness into its R & S strategies due to th legal requirements set by Danish legislation.

However, as mentioned above, sender also utilizes sameness perspective on top of Danish State

law. Firstly, sender uses visual communication in their documents, website and job

advertisements as a part of R & S strategy which eventually shows that ISS treats every employee

same despite of their gender and ethnicity. Moreover, sender communicates this message in their

employer brand through visual communication that shows equal opportunity in ISS and gives a

message that all employees at ISS are same. Secondly, sender promotes women employees so

much that sender has more women employees than men and this is communicated through their

employer brand (CSR Strategy) which states sender as benchmark firm for diversity. Sender

ensures this by having a record that there should be enough no of female candidates and the

candidates from the other cultural background and this is the reason that sixty percent are the

female workers in ISS and only forty percent are the male workers. Similarly, out of 10,000

employees, there are 4500 employees from other land, which eventually shows culturally

diversity. Thirdly, physiological contract communicates organizational culture through supporting

environment and supporting manager at time of selection interview. Hence, this is apparent that

sender utilizes and integrates the sameness perspective on top of the legal contextual factors.

Based on the perspective of difference, the utilization and integration of communicative aspects

of recruitment and selection strategies for managing diversity leads to given findings. Firstly,

sender ensures that Canteen Agreement should be designed in such a way that choice of food is

available as per different cultural needs. Thus, there is a choice of food in the workplace cafeteria

that reflects cultural needs and the same is communicated at the time of recruitment or/and

selection and this is one of the motivational factor for receiver as per sender. Secondly, sender has



a Jobudviklingcenter that is specially tailored to promote unemployed people from diverse

background such as unemployed due to gender or culture where they give free advice on how to

get a job and help them in finding a job either in ISS or in their network company. Finally,

Employer Brand communicates gender and cultural diversity in documents and website as a

recruitment and selection strategy that eventually shows that sender utilizes the perspective of

difference to attract the receiver.

In regard to not utilizing the guiding principle of equality and difference i.e., the perspectives of

sameness and difference, there are findings that shows sender does not utilizes the perspective of

sameness and difference to recruit and select the receiver. The following findings show us that ISS

does not utilizes sameness perspective at the time of R & S. Firstly, ISS does not ensure that same

questions are asked to men and women during selection interviews. Usually, the questions are

same but they may vary from person to person, depending upon their qualification, experience,

and personal circumstances. However, it does not mean that the questions are different due to

their gender or their culture.

In addition, the following points shows that ISS does not utilizes difference perspective at the time

of recruitment and selection to manage diverse workforce. Firstly, sender does not provide single

sex training; it provides training to both the genders. Similarly, no training program in ISS is for

particular community or cultural groups. Secondly, at the time of recruitment job advertisements

are not aimed at encouraging applications from under represented group by means of written

communication. However, this thesis acknowledges the fact that Danish state law does not

permit to differentiate between employees but ISS could have treated diverse workforce

differently in order to receive more applications from under represented group to apply for the

job without going against the Danish law as many other organizations do this. Thirdly, ISS does not

offer employees a choice of benefits from a menu so they can tailor a package to suit their

individual needs as per their gender or culture. Fourthly, ISS does not ensure that there is a

reassessment of job requirements to open opportunities to recruit up to a wider range of people

Subsequently, the empirical findings from the receivers perspective shows that the use of visual

communication in job advertisements has attracted the receivers which make apparent to

receivers that ISS treats every employee same. No finding shows that the receiver has felt that

they are different from other employees because of their age, gender or culture. However, these



findings are limited to the Recruitment and Selection only; it does not cover the development and

retention strategies. Some of the employees have felt that they are not getting promotion may be

because of their different culture but this aspect is not the aim of this thesis. Therefore, this thesis

is limited up to the R & S Strategies of managing diversity. Moreover, some of the employees were

attracted by the organizational culture that shows ISS has people working with it from different

nationalities, many women employees are also employed at ISS, and this again shows that the

receiver felt that ISS is utilizing sameness perspective. Thus, receivers were attracted by the

functional benefits at the time of recruitment. Receivers were very positive about the graduate

program. This program is open to everybody despite of his or her gender and culture. However,

this program is meant for freshly graduates and this indicates that this is not suitable for people

for high age group. Some of the receivers felt that they had a supportive manager at the time of

selection interview and this has motivated them to communicate freely.

Moreover, none of the receivers’ felt that they were treated differently at the time of Recruitment

or selection. However, some of the receivers are motivated by the factor that ISS offer all types of

food in Canteen. Hence, Receivers did not feel the utilization of difference perspective in ISS

Recruitment and selection strategies. Nevertheless, receivers acknowledges the fact that they

perceive and experience gender and culture diversity in senders message.

Discussion

From the research findings, it is apparent that there seems to be an alignment between how ISS

utilize the diversity management strategies of recruitment and selection and how the diverse

workforce perceive and experience this. Several of the findings discussed below support this

argument.

The findings concerning utilization and integration of sameness perspective into recruitment

pointed to the fact that sender emphasizes the visual communication in their job advertisement

and at the same time the findings also showed that this was the primary attractor for the receiver.

Moreover, the interviews with ISS also revealed that sender focus on communicating the

functional benefits of employment, such as organizational culture. Subsequently, the interviews

with the receiver at ISS also revealed that some of the receiver were attracted by the



organizational culture. Therefore, it can also argued that the findings indicate that sender co-

create and negotiate its employer brand with the receiver, as the employer brands reflect the

functional (i.e. the culture) that also attracted the receivers. Moreover, few receivers were also

attracted by the fact that the company have a graduate programme (which also reflected the

combination between psychological and functional benefits). Furthermore, most of the employees

also felt that ISS has lived up the expectations conveyed by their employer brands, such as equal

opportunities, the culture and values at the time of R & S. Concerning recruitment and selection,

ISS emphasized that it utilizes the perspectives of sameness and difference as per need. Thus, ISS

also stated that it offer important aspects for selection to take place through the receiver

experiences, such as a supportive manager, mentoring and formal training. However, it has been

found that ISS utilizes both the perspectives.

The key points from the perspectives of sameness and difference were also reflected in the

interviews with the employees, as they stated that they have a wish for self-development and that

it is their own responsibility to learn from the daily challenges, which were considered as the most

important. However, it is difficult to assess how and to what extent this is done as ISS does not

have its documents in English. Nevertheless, this thesis aim is not to analyze and discuss on

development strategies. Therefore, this thesis will not discuss on development strategies.

Subsequently, the employees also stated that ISS provide a supportive environment and a

supportive manager at the time of selection interview that can encourage, support and empower

them to communicate freely. However, the findings were a bit mixed in regard to the feedback

that the employees receive, as not all of the employees were that specific about this. Nonetheless,

the employees that were specific about the feedback stated that it was constructive, task-specific

and evaluative, which helped in their interview. Moreover, sender also emphasized the

importance of the jobudviklingscentre, which some of the employees also emphasized as an

important aspect for their selection as they approached this center for job.

The more findings regarding selection exemplified that sender emphasized the importance of

creating a supportive environment, good collegial/supervisor relationships and identification with

the organizational values. Moreover, sender also stated that the recruitment and selection

strategies were very important concerning diversity management. These aspects were also

reflected in the interviews with the receiver, as their statements illustrated equal opportunity,



perceived organizational support, confirmation of pre-entry expectations, advancement,

challenges, meaningfulness, sense of self, meaning, purpose, choice, progress, competence and

balance. Thus, the listed aspects should lead to enhanced attraction, selection interview and

decision. Furthermore, these aspects also reflected the social exchange relationship, rewards,

meaningfulness, experienced responsibility and knowledge of results. However, there were also

some aspects that did not match with the senders´ intentions and the Receivers’ experience or

perception of these. Firstly, this is most clearly illustrated from the fact that the symbolic benefits

conveyed in the employer brands do not seem that important in regard to recruiting receiver

compared to the psychological and partly the functional benefits. Secondly, some of the receivers

also perceived a breach in what they interpreted as promises and obligations from ISS. This was

apparent supportive environment as there is no use of English language in documents (Intranet),a

lack of formal training, development that evolved too slow or a perception of that there were too

many employees to fill leadership positions. Consequently, the receivers’ psychological contract

was breached and had an impact on their subsequent motivation, and thus the retention as well.

This thesis is focused to recruitment and selection only; however, it discusses development and

retention, as they are the subsequent outcome of the recruitment and the selection. Thirdly, some

of the receivers have not received choice of package despite of the fact that some of the receivers

could see the impact that package can have on following their religious beliefs. Fourthly, even

though sender stated that they provide competitive employment packages regardless of their

gender and cultural backgrounds and some of the receivers explicitly stated that they perceive

that their effort matches the rewards/benefits in the social exchange relationship, it is still evident

that the receiver assess this relationship continuously and will become dissatisfied if it is not

considered as fair. However, the research in this thesis is not able to establish if there is an

imbalance in these relationships. Nonetheless, the findings suggested that the receivers evaluate

the value of rewards, such as recognition and equal opportunities differently, which naturally

makes it difficult to balance the social exchange relationship.

6. IMPLICATIONS



The above review of the empirical findings leads to some interesting implications that will be

discussed below:

Firstly, the integration of the perspectives of sameness and difference between recruitment and

selection is evident from the fact that ISS emphasize the organizational culture and gender &

cultural diversity respectively as important aspects in recruiting and selecting receiver, and the

receiver also perceive organizational culture and gender & cultural diversity as important for their

own recruitment and selection at ISS. Therefore, the findings suggest that it is important to convey

the psychological and functional benefits of corporate culture at the company to attract and select

receivers, which is also supported by Backhaus and Tikoo (2004). Thus, the psychological benefits

comprise the actual possibility for professional and personal application at the company and the

functional benefits comprise the actual initiatives that the company has to ensure selection, such

as a good salary package, supportive environment, involvement, benefits and so forth.

Therefore, the findings also suggest that company must ensure that the receivers get recruit, as

this was considered important for selection. Consequently, the findings suggest that company

should emphasize recruitment from experiences and self-management by providing aspects, such

as encouraging applications from under represented group, in which the managers provide

feedback and empowerment, as argued by McCall (2010b) and London et al. (1999). Furthermore,

the research findings also suggest other aspects that are important for the receivers’ recruitment;

such as all the documents should be available in English language so that the people from all the

culture can understand, encourage canteen facilities and principles of equal value. (Beardwell and

Claydon 2010: 267); encourage applications from under represented group, encourage both the

genders to apply for the job and encourage job openings for older age group. (Aggerholm et al.

2009).

Moreover, the findings also suggested that some aspects have a dual purpose, as they are

important for the receivers to get select but also for the receivers’ motivation, which was

especially clear from aspects, such as equal treatment, a supportive environment and manager at

the time of selection interview. London et al. (1999) who argue that a supportive environment is

important for selection and development and Zagenczyk et al. (2011), Meyer and Allen (1991) and

Saks (2006) that argue it is important for identification, commitment and engagement,

respectively also support this.



Secondly, the findings also suggest another important area for integration, which is the fulfilment

of the psychological contract (or the pre-entry expectations) concerning culture, values and

selection. Naturally, the fulfilment of the psychological contract is important, as the findings

suggest that it affects the employment relationship and the subsequent level of selection, as

argued by Backhaus and Tikoo (2004) and Edwards (2010).

Moreover, up to a certain extent, the organizational values represented through job

advertisements (i.e. the symbolic benefits) was also important for recruiting the receivers as they

seem to be important for attracting the receivers, as the receivers can identify with the culture,

which also enhance commitment and engagement. The reason the values can still impact the

employment relationship even though they did not attract most of the talents, is to be found in

the fact that the values must match (Backhaus and Tikoo 2004) the actual identity, as

misalignments can lead to a breach of the psychological contract (ibid). Moreover, when ISS is

following its values, the receivers are likely to find the values more meaningful for their self-

concept, as suggested by Edwards (2010). Thus, this should also lead to internalization and a sense

of self. Subsequently, the communication of the organizational values in the employer brand may

not be the primary attractor but the culture is still paramount for recruitment and selection of

diverse workforce, which is also exemplified in this quote: “research shows for example that CSR

initiatives increase employee-company identification and that employee-company identification,

in turn, influences employees’ commitment to their company” (Aggerholm et al. 2011: 208). This is

also supported by Meyer and Herscovitch (2001) and Chalofsky and Krishna (2009).

Thirdly, the fact that the values were not considered important for most of the receivers’ at the

time of recruitment to ISS further emphasize the importance of co-creating and negotiating the

employer brand with potential receivers, as this illustrates that what is considered attractive

changes according to the societal context, as argued by Aggerholm et al. (2011) and Cullinane and

Dundon (2006). Thus, another implication is that company must be in a dialogue with potential

employees to discover their underlying needs and expectations, as this is important for the

Recruitment (Aggerholm et al. 2011). Contrary to recent research (cited in Aggerholm et al. 2011;

Edwards 2010)

Moreover, it is also deemed relevant to expand the use of this dialogical approach to ensure

selection, as argued by Aggerholm et al. (2011) who stated that this approach should also be used



to select sustainable employment relationships. Thus, this approach should not only be used to

ensure recruitment but also selection (ibid). Subsequently, the findings in this thesis suggest that

dialogue should be used for two important aspects concerning selection: (1) to continuously co-

create and negotiate the organizational values so they reflect the contemporary societal context

and the receivers’ subsequent values derived from their needs and expectations (Aggerholm et al.

2011). This can also be argued to ensure continuous identification, commitment (through

internalization) and engagement (through a sense of self and meaning), as the co-creation and

negotiation, process should lead to a reflection of the talents’ values. (2) This dialogical approach

can also be used to determine the individual receiver’s expectations about their underlying

motivational drivers, which is also supported by Brooks (2009: 101). Therefore, the dialogue can

be used for the social exchange relationship to ensure that the organization provides equal

opportunity that reflect the individual receiver has preferred wish for either salary, recognition,

responsibility, career/development opportunities and so forth. Thus, the company has a chance to

ensure quality/fairness in the social exchange relationship, which lead to enhanced organizational

support (Knippenberg and Sleebos 2006), and thus also identification and engagement (Zagenczyk

et al. 2011; Saks 2006). Therefore, if this dialogical approach is adopted it can be used to further

integrate the concepts of recruitment and selection and the perspectives of sameness and

difference to develop and sustain positive employment relationships that lead to a sustainable

diversity management.

7. CONCLUSION AND FUTURE CONSIDERATIONS As initially argued, several societal, theoretical and practical movements, such as demographic

changes and SHRM, which drive the need for a strategic approach to diversity management,

emphasize the importance of diversity management.

Therefore, this thesis developed a theoretical framework for the utilization and integration of the

communicative aspects of equality and difference in the recruitment and selection strategies by

reviewing and discussing contemporary literature within the research fields.

Firstly, this theoretical framework suggested that organizations should communicate different

types of benefits; co-create and negotiate their employer brands with prospective employees;

focus on intangible aspects, such as symbolic (i.e. values or CSR profile) and psychological benefits



(i.e. development). Furthermore, the organizations should be aware of the impact the employer

brand can have on the psychological contract (Pre entry expectation) and the subsequent

employment relationship by portraying the actual identity (organizational culture) of the company.

Secondly, the framework suggested that organizations could recruit diverse workforce by ensuring

authorization and attraction through different aspects, such as job advertisement, internal and

external contextual factors and recruitment methods. Thirdly, the framework suggested that

organizations should ensure that their diverse workforce could be selected through the selection

interview by providing a supportive environment and a supportive manager that provides

feedback and empowerment. Fourthly, the framework suggested that organizations could select

diverse workforce by ensuring identification, selection techniques and decision through different

aspects, such as shortlisting (pre-determined selection criterion), selective hiring and diversity

competency. Finally, the theoretical framework suggested that integration was apparent from the

fact that the employer brand conveys motivational factors, such as development opportunities or

a certain social identity that can be used for recruitment and selection. Moreover, integration is

also evident from the fact that the employer brand affects the formation of the psychological

contract, which in turn influences the employment relationship and the subsequent level of

recruitment. Based on the theoretical framework and the subsequent empirical investigation, it

was found that ISS offer economical, functional, psychological and symbolic benefits through their

employer brands. However, the findings suggested that the interviewed receivers were primarily

attracted by the functional and psychological benefits that related to salary and other benefits.

This also indicated some form of co-creation process of the employer brands. In regard to the

psychological contract most of the interviewed receivers stated that ISS had met their pre-entry

expectations in terms of culture, values or salary and benefits, which also motivated the diverse

workforce. Moreover, ISS emphasize that most of the recruitment should take place through

organizational culture, and thus ISS focus on facilitating this through visual communication, a

supportive environment and manager and job advertisement. The interviewed receivers at ISS

stated that they perceive the recruitment from experiences as the most beneficial and that they

also experience visual communication can encourage and empower them to apply for the job.

Further, some of the receivers also emphasized the importance of canteen agreement as it allows

them to have a choice of food that is also a motivational factor. Additionally, the findings



suggested that ISS utilize identification, selective hiring and decision strategies to select the

receivers by emphasizing the importance of aspects, such as the work environment, canteen

agreement, identification with organizational culture and personal growth. The interviewed

employees further support this, as the findings suggested that they identify with some of the

organizational values, experience organizational support. In addition, they are committed by an

enjoyable job and food that provides aspects, such as responsibility, involvement and satisfaction;

and are engaged by experiencing a meaningful job, in which the receivers can have a social impact,

work-life balance, responsibility, development and recognition.

Therefore, the findings also suggested that ISS ensure integration of recruitment and selection by

conveying corporate culture in their employer brands and ensuring that the receivers in fact apply

for the job despite of their age, gender and culture, which also affects their subsequent selection.

Moreover, the findings also indicated that integration is ensured by fulfilling pre-entry

expectations formed by the employer brand, as this impacts the receivers’ selection, which was

especially evident from the fulfilment of the organizational values.

Thus, this thesis contributes to the existing literature on diversity management by suggesting

three implications for ensuring integration between recruitment and selection Firstly, integration

should be achieved by communicating global company and corporate culture in the employer

brand and ensuring that the diverse workforce recruit (through job advertisements), as this is

important for the selection. Additionally, the findings also found that aspects, such as visual

communication has a dual purpose in recruiting and selecting diverse workforce. Secondly,

integration should be obtained by fulfilling the expectations (e.g. development opportunities), and

by living up the organizational values conveyed through the employer brand, as this also has an

impact on retention. Finally, a dialogical approach between the organization, current and potential

employees/talents should ensure integration by co-creating the employer brand, organizational

values and ensuring a fair social exchange relationship, which in total should enhance retention.

Future Consideration/Critical Perspective

In this chapter, the underlying methodological and theoretical choices will be reviewed to evaluate

and criticize these, which will lead to suggestions for future research.



As stated, this thesis is founded on the scientific approach of social constructivism. The main

critique of social constructivism is based on the subjectivity inherent in this approach, as the

research, findings, analysis and subsequent conclusions are socially constructed, which thereby

creates an inability to replicate the data under the same circumstances, which to some, impacts

the reliability and validity of the data and subsequent quality of the research (Daymon and

Holloway 2002: 7). However, the research quality in this thesis was ensured in two ways: (1) the

general interview technique that utilized second questions to ensure accurate interpretation of

statements and an initial briefing of the interviewees. (2) The focus on authenticity and

trustworthiness rather than validity and reliability to address the inherent subjectivity by setting

up criteria for ‘evaluating’ the research.15

Moreover, the choices made in the research design also lead to some areas that could have

strengthened the research, such as the inclusion of more observations and more interviews.

Observations could have been a useful supplement to the interviews, as illustrated from the

difficulty of assessing whether the feedback given to the receivers was fair and task-specific.

Furthermore, despite of the fact that a criterion for redundancy was made,16 and subsequently

met, as it can be argued that many of the interviews provided similar information, it is apparent

that additional interviews may have provided new data or strengthened the research findings

despite of redundancy.

Furthermore, the scope and subsequent theoretical framework in this thesis also lead to some

areas for further research. This is evident from the fact that this thesis has only reviewed a general

framework for how the communicative aspects of recruitment and selection based on equality

and difference can be used and integrated. Therefore, an area for further research could be to

investigate the more firm specific aspects, such as the business and human capital context (Heinen

and O’Neil, 2004) to derive a more specific approach for how to ensure vertical integration.

Another focus could also include an examination of how cultural differences can impact the

communicative aspects in the diversity management strategies. Naturally, the general focus in this

thesis also makes it difficult to examine the individual concepts of recruitment and selection in

depth. An in-depth analysis could have given more thorough insights into for example the

15 See section2.3.4 research quality 16 See section 2.3.1.2Interview Participants



recruitment strategies that are helpful for selection and how receivers can be motivated by

different factors, as the extent to which someone is motivated by different aspects is inherently

subjective (Meyer and Allen 1991; Brooks 2009: 87-98).

Moreover, it can be considered rather difficult to co-create and negotiate the employer brand and

values with 570,000 employees at ISS for that matter. Therefore, another area for future research

could be to examine how the co-creation and negotiation of these aspects can be facilitated for

companies.



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WEB RFERENCES

Web 1: ISS Facility Services. Annual Report 2013. Retrieved September 2014, from http://www.annualreport.issworld.com/2013/ Web 2: ISS Facility Services. Retrieved September 2014, from http://www.dk.issworld.com/da-DK/presse/news/2014/06/03/iaop-2014 Web 3: The 2014 Global Outsourcing award. Retrieved September 2014, from http://www.iaop.org/Content/19/165/3879 Web 4: ISS Facility Services. CSR Report. Retrieved September 2014, from (http://www.responsibility.issworld.com/report2013/)

Web 5: Denmark: ISS Denmark establishes a new CSR award. (2014). MENA Report, Retrieved from http://search.proquest.com/docview/1547772414?accountid=14468

http://www.annualreport.issworld.com/2013/

http://www.dk.issworld.com/da-DK/presse/news/2014/06/03/iaop-2014

http://www.iaop.org/Content/19/165/3879

http://www.responsibility.issworld.com/report2013/

http://search.proquest.com/docview/1547772414?accountid=14468



Web 6: ISS Facility Services. Diversity Management. Retrieved January 2015, from http://www.dk.issworld.com/da-DK/samfundsansvar/vores-medarbejdere/mangfoldighed

http://www.dk.issworld.com/da-DK/samfundsansvar/vores-medarbejdere/mangfoldighed