Individual Diversity and Psychology in OrganizationsMarilyn J. Davidson, Sandra L. Fielden John Wiley & Sons, 06/02/2004 - 464 páginas Workplace initiatives to manage diversity seek to fully develop the potential of each employee and turn their unique skills into a business advantage. Such fostering of difference enhances team creativity, innovation and problem-solving and is therefore an essential strategy for today's employers. Individual Diversity and Psychology in Organizations is an indispensable handbook for all those involved in managing diversity. Its academic and practice-oriented perspective is unique as it presents practical strategies and case studies alongside academic reviews, giving the reader a balanced overview of each topic. The team of expert authors examine international issues in diversity, such as:
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... commitment to the ideals or goals of the policy are not effectively sold to organizational members. In contrast, diversity policy seeks not only to recognize workforce diversity, but to value it rather than see it as a problem requiring ...
... commitment to the ideals or goals of the policy are not effectively sold to organizational members. In contrast, diversity policy seeks not only to recognize workforce diversity, but to value it rather than see it as a problem requiring ...
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... commitment by the employer to create a workplace which facilitates the inclusion of all social categories and enables everyone to contribute to the business'. Thus, in the UK context discussions about diversity policy cannot be entirely ...
... commitment by the employer to create a workplace which facilitates the inclusion of all social categories and enables everyone to contribute to the business'. Thus, in the UK context discussions about diversity policy cannot be entirely ...
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... commitment to work towards valuing diversity, rather than seeing it as a problem to be managed or resolved. This would involve a 'mainstreaming' approach, which integrates diversity and equality considerations into all business and ...
... commitment to work towards valuing diversity, rather than seeing it as a problem to be managed or resolved. This would involve a 'mainstreaming' approach, which integrates diversity and equality considerations into all business and ...
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Índice
PART II LEGAL AND CULTURAL ISSUES | 77 |
PART III SPECIFIC FORMS OF DIVERSITY | 171 |
PART IV DIVERSITY TRAINING AND ITS EFFECTIVENESS | 237 |
PART V RECOGNIZING STEREOTYPES ATTITUDES AND BIAS | 295 |
PART VI THE FUTURETHE MANAGEMENT OF DIVERSITY BEYOND THE MILLENNIUM | 353 |
Index | 403 |
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Individual Diversity and Psychology in Organizations Marilyn J. Davidson,Sandra L. Fielden Visualização de excertos - 2003 |
Palavras e frases frequentes
AA programmes achieve affirmative action approach argue assessment attitudes Australian behaviour business ethics career cent chapter climate commitment companies context demographic disability Disability Discrimination Act disadvantaged discrimination diverse workforce diversity initiatives diversity management diversity policy diversity training employees employment employment tribunal environment equal opportunities equity ethnic minorities example focus gender gender diversity global goals harassment identify impact important increased India individual industry innovation International interviews Journal labour leadership legislation Linnehan London male managerial managing diversity measures mentee mentoring networks OFCCP older workers organization’s organizational culture organizational effectiveness organizations outcomes part-time participants perceptions performance perspective positive practices problem promotion public sector race racial recruitment relationship Review role selection senior sexual sexual harassment skills social specific stereotypes strategy studies suggests training programme UMIST University University of Warwick value diversity workplace