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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Página xix
... employees' performance effectively; how to facilitate learning in organizations; how to benefit from a diversity of employees; and how to manage organizational change so that staff are engaged and supported. Now the claim to provide ...
... employees' performance effectively; how to facilitate learning in organizations; how to benefit from a diversity of employees; and how to manage organizational change so that staff are engaged and supported. Now the claim to provide ...
Página xx
... employees, customers, shareholders, suppliers and the wider community (Hodgkinson & Herriot, 2001). The success criterion for these handbooks, then, is a simple one: will professionals find them useful in their practice? If they also ...
... employees, customers, shareholders, suppliers and the wider community (Hodgkinson & Herriot, 2001). The success criterion for these handbooks, then, is a simple one: will professionals find them useful in their practice? If they also ...
Página xxi
... employees of different gender and backgrounds to assimilate, once in the organization (Davidson & Burke, 2000) ... employees on the basis of gender, age, race, disability, etc., because firstly, many skilled employees would be forgone ...
... employees of different gender and backgrounds to assimilate, once in the organization (Davidson & Burke, 2000) ... employees on the basis of gender, age, race, disability, etc., because firstly, many skilled employees would be forgone ...
Página 5
... employees is a relevant area for consideration here because it shapes the context in which diversity policy is developed, adding weight to the argument (made below) that diversity policy should build upon equality policy. Female ...
... employees is a relevant area for consideration here because it shapes the context in which diversity policy is developed, adding weight to the argument (made below) that diversity policy should build upon equality policy. Female ...
Página 6
... employees and has been an important trigger to EOP development. However, the UK legislation's partial nature (covering only two groups of employees until fairly recently) has typically constrained the breadth of coverage of EOPs and led ...
... employees and has been an important trigger to EOP development. However, the UK legislation's partial nature (covering only two groups of employees until fairly recently) has typically constrained the breadth of coverage of EOPs and led ...
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