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Managing and developing diversity is on the political and business agenda in many countries. Diversity management has become an area of knowledge and practice in its own right in a number of countries. Yet all too often, it is referred to as a unifying concept, as if it were to be interpreted uniformly across cultures and countries. Much of the diversity literature is written by US or AngloSaxon scholars and suggests that diversity management represents a break from equality and equal opportunities at work. The purpose of this book is to restore diversity to its national contexts, and in particular to assess its relationship with equal employment legislation when such legislation exists. Countries covered by this volume are Austria, Belgium, Canada, France, Germany, India, Italy, the Netherlands, Pakistan, Singapore, South Africa, Sweden, Switzerland, Turkey, the UK and the USA. Although it must be acknowledged that diversity may be a topic in the absence of such legislation, one particular question of interest to the authors of this book is to examine whether an equal employment legislation and ‘diversity management’ labelled as such existed at all in the diff erent participating countries, and whether this ‘diversity management’ represented a break from equality concepts such as equal opportunity and affi rmative action, as has been argued for about twenty years (Thomas, 1990; Thomas and Ely, 1996; Jain et al., 2003). The following chapters suggest that diversity management has not emerged as a concept in all participating countries, and where it has, a distinction between ‘equality at work’ and ‘diversity management’ is far from obvious. In many countries under review, diversity management appears strongly linked to equality and nondiscrimination legislation, albeit in very countryspecifi c ways. For some of the contributing teams to this volume, this link between diversity and compliance to equality legislations is sometimes termed a ‘confusion’, as they assume that diversity management should go beyond equality discourse and legislation (in other words, go beyond compliance with equality laws and moral imperatives) and should focus on the business benefi ts inherent in the diversity management concept (see the chapters on South Africa or the USA, for instance – Chapters 11 and 15). For other authors, no such remarks are formulated; on the contrary, as diversity management appears to be a vehicle towards institutionalizing equality at work, an ongoing process as seen from their own country’s perspective (see the chapters on Sweden, Germany or France, for instance – Chapters 12, 6 and 5). But, with or without perceptions of limitations, and notwithstanding important diff erences in the various contexts of their adoption, diversity management and equality at work appear to be much more similar in content than the earliest advocates of diversity management had suggested, at least in the majority of countries covered by this book. However, this should not be interpreted as another normative assumption

Perspectives from 16 Countries on Diversity and Equal Treatment at Work: An Overview and Transverse Questions