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Purpose – Increasing workforce casualisation, under representation of women and other minority groups, racial discrimination, corruption and poor safety are just some of the documented examples of intra-organisational injustice in the industry. Typically these issues are problematised separately using different theoretical frameworks, yet at the most fundamental behavioural level they have a common cause which lies in the “unjust” treatment of one person by another. The purpose of this paper is to integrate the conceptual understanding of these hitherto separated but conceptually linked problems. Design/methodology/approach – A survey 135 consultants, contractors, subcontractors and suppliers from across the Australian construction supply chain. Findings – Surprisingly despite widespread academic concerns about injustice in the construction industry, there are not significant concerns within the industry community. Contrary to much research about the poor culture of the construction industry, the results indicate that the relatively low levels of perceived injustice are institutional rather than cultural. The research also highlights the plight of middle management, which appear to consistently suffer the highest levels of injustice across all its theoretical categories. Research limitations/implications – Sample size and Australian focus. Practical implications – Informs organisational policies to reduce injustice in the construction industry. Social implications – By reducing injustice, this research will improve the fairness of business practices in the construction industry. Originality/value – Application of justice theories to conceptualise unfair construction practices. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to identify Australian managers’ attitudes and understandings regarding workforce diversity management (WDM) and the practices and incorporation of WDM in organisations. Design/methodology/approach – Methodology is quantitative. A questionnaire in the form of a self-administered survey instrument was mailed to 650 managers (325 HR managers and 325 other managers) in Sydney, Melbourne and Brisbane. Findings – The research found that workforce diversity is not especially well understood or appreciated; especially by non-HR managers. Organisations appear generally not to prioritise WDM and levels of senior manager engagement with the topic are tentative. Statistical analysis highlighted considerable divergence of opinion across the surveyed group. Research limitations/implications – As an exploratory study, further research is encouraged to better understand cause and effect relationships pertaining to the findings. Practical implications – There are implications for HR managers or those in related roles who might design, implement and promote WDM initiatives. There are implications for consultants, employees and senior managers regarding education, awareness and support of diversity objectives. Originality/value – Addresses a gap in the literature by looking at contemporary attitudes and practices regarding WDM in Australian organisations. Provides the first empirical comparison between HR and other managers on the topic. [ABSTRACT FROM AUTHOR]