Article Review: Leadership Management and Diversity in the Workplace

This essay provides a comprehensive review of two articles. The first article, "The organizational control of temporary workers: An interview study in Sweden," examines the dynamics between temporary workers, their agencies, and client companies, focusing on control mechanisms and the impact of team metaphors. The study highlights the impersonal approach often used with temporary staff and the importance of flexibility and rational behavior in their roles. The second article, "From Affirmative Action to Diversity: Toward a Critical Diversity Perspective," discusses the evolution of diversity discourse from affirmative action to critical diversity. It explores strategies for addressing inequality and promoting inclusivity, emphasizing the need for distributive justice, linking diversity to legal compliance, and demonstrating the institutional benefits of diversity management. The review synthesizes the key arguments of both articles, offering insights into the challenges and opportunities related to leadership, workforce management, and the promotion of equitable practices in the workplace.

Running head: ARTICLE REVIEW
ARTICLE REVIEW
Name of the Student
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Author Note

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Article: The organizational control of temporary workers: An interview study in
Sweden
The article about the control of the temporary workers in the organization has
discussed the extent by which temporary workers recognize their responsibility in the
workspace and with the client (Augustsson 2012). This article extensively researched the
topic by conducting semi-structured interviews with 37 respondents. The article highlighted
the relationship of temporary workers with the organization by understanding the application
of team sports metaphor amongst clients (Augustsson 2012). In the article the position of the
temporary workers is demonstrated. According to Augustsson (2012), temporary workers are
appointed by TWA (Temporary Work Agency) for the requirement of Client Company. The
operational activities of the temps are facilitated through two forms of perspective, lessee and
lessor organization. The research was conducted for understanding the hiring process and
concentrated control of temporary workers working for a Swedish company under the
telecom industry.
The temporary workers are the workers, who are hired based on need analysis of
client organizations and demands the existence of flexibility from the temporary workers.
Moreover, the hiring process of the temporary workers requires open-minded approach with
acceptance towards the working approach as they are hired from different backgrounds and
agencies, which needs to be channelled into an effective direction (Dawson, Veliziotis and
Hopkins 2017).
The research findings indicate the categorization of temps as a group of individuals
who are a resource to the company rather than developing their expertise individually.
Temporary workers in the telecommunication company are usually treated with an
impersonal approach in comparison to the regular workforce. In the article, the spirit of Client
Company can be associated with the temporary work by two features, spirit of client and

2ARTICLE REVIEW
usual norms and concepts. The first feature reflects the focus on perceived values and another
feature relates to the structured standards, which outline the process of work. The article also
depicted that strategic control and rational approach of the workers are required for the
flexible job role. The temporary workers that have the capacity of handling the impersonal
approach and allotment of responsibilities depending on the needs of clients irrespective of
the personal preferences can stimulate or maintain a better position in the organization than
others. This can be deduced from the paper that people with rationale are attracted towards
the Temporary Worker Agency (TWA) in place of the work. The job responsibility in TWA
is concentrated on the need for the employee rather than just being focussed towards
flexibility.

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Article: From Affirmative Action to Diversity: Toward a Critical Diversity Perspective
According to the article named, From Affirmative Action to Diversity, toward a
critical diversity perspective, Herring and Henderson (2012) extensively discussed all kinds
of stratification, inequality and oppression, which includes concerns of differences. The
assessment of those differences are assisted by concrete strategies in the paper including the
initiative of targeting resources and goods to people who are excluded, the strategy of
supporting the expansive perception regarding diversity by also seeking distributive justice
for the unprivileged group, by not availing the resources to the privileged groups and by
rejoining the concept of diversity with affirmative action. The paper also highlighted the
strategy of reminding people regarding the association of legal compliance and consistency
with diversity as well as adopting the measures of reflecting the significance of diversity
amongst internal stakeholders of the organization. The application of effective diversity
management in the organization leads to the stimulation of mutual respect in the workforce in
every vertical and horizontal level of job responsibilities (Guillaume et al. 2017). The
channelled focus of organizations towards diversity management leads to the initiative of
eliminating conflicts.
The article also demonstrated the different concepts and perceived meaning of
diversity. Diversity can be dealing with differences in the societal framework or can be in the
workplace setting (Herring and Henderson 2012). The article discussed the concept of critical
diversity, which relates to the practice of embracing the differences in culture, which is
experienced within teams. The concept assesses concerns regarding inequality and
stratification. The theory deals with the assessment of discrimination and exclusion. (Herring
and Henderson 2012)

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It can be deduced from this article that the practice of critical diversity is a must from
a societal and organizational perspective as it includes the necessity of linking with parity,
equity, opportunity and access (Herring and Henderson 2012). Critical diversity also includes
the application of inclusive practices for people with a difference in the dominant culture.
Critical diversity reflects the potential of including a proportional representation. Diversity
management can form collaborative efforts towards greater efficiency and acceptance of
differences.

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References:
Augustsson, G., 2012. The organizational control of temporary workers: An interview study
in Sweden. International Journal of Management, 29(3), p.48.
Dawson, C., Veliziotis, M. and Hopkins, B., 2017. Temporary employment, job satisfaction
and subjective well-being. Economic and Industrial Democracy, 38(1), pp.69-98.
Guillaume, Y.R., Dawson, J.F., Otaye‐Ebede, L., Woods, S.A. and West, M.A., 2017.
Harnessing demographic differences in organizations: What moderates the effects of
workplace diversity?. Journal of Organizational Behavior, 38(2), pp.276-303.
Herring, C. and Henderson, L., 2012. From affirmative action to diversity: Toward a critical
diversity perspective. Critical Sociology, 38(5), pp.629-643.