What is the Australian model for managing cultural diversity?

Purpose – This paper seeks to assess the Australian approach to managing a culturally diverse workforce by examining the outcomes of this approach. Design/methodology/approach – The paper applies Syed and Özbilgin's relational, multilevel framework for managing diversity to study policies at three interrelated levels. At the macro‐national level, the paper examines legal and public policy initiatives for managing cultural diversity. At the meso‐organisational level, the paper discusses a variety of workplace diversity management approaches. This discussion encompasses the legal requirements for organisations to remove discrimination, and to create an equal employment opportunity workplace. A voluntary management approach known as “diversity management” is also outlined. At the micro‐individual level, the paper examines unique employment‐related issues faced by ethnic minority workers because of their ethnic, linguistic and religious identities. The multilevel perspectives are synthesised in a model labelled “the Australian model for managing cultural diversity”. Findings – The legal framework in Australia places only limited obligations on organisations to manage cultural diversity. As a consequence, while a range of organisational responses have proliferated, an integrated approach towards managing culturally diverse workers is absent. The paper argues that, unless cultural diversity is tackled at multiple levels and in a more integrated way, any attempt to either understand or manage such diversity may prove unrealistic. Originality/value – The paper offers helpful advice to decision makers at the macro‐national and meso‐organisational policy levels vis‐à‐vis developing a realistic understanding of managing diversity through a multilevel framework.