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 xiv
... , published in 1992, identified gender issues as an element of the adversarial nature of the construction industry. In 1994 she was invited to chair the government/industry working group on equal opportunities xiv about the contributors.
... , published in 1992, identified gender issues as an element of the adversarial nature of the construction industry. In 1994 she was invited to chair the government/industry working group on equal opportunities xiv about the contributors.
Página 12
... identifies how diversity and equality can add value to the business, customers and the community (EOR, 1998). Proactive policy would encompass several characteristics as shown in Table 1.2. There are several points which are worthy of ...
... identifies how diversity and equality can add value to the business, customers and the community (EOR, 1998). Proactive policy would encompass several characteristics as shown in Table 1.2. There are several points which are worthy of ...
Página 13
... identified from a study of a major corporation (Sinclair, 2000), where participants reportedly developed awareness of their own stereotypes and a new respect for others. Based on these studies, the utility and efficacy of diversity ...
... identified from a study of a major corporation (Sinclair, 2000), where participants reportedly developed awareness of their own stereotypes and a new respect for others. Based on these studies, the utility and efficacy of diversity ...
Página 14
... identify employees who are underemployed and who might be suitable for development and promotion. It will also help to identify any patterns of career underachievement among diverse employees 3 What skills and experience do employees ...
... identify employees who are underemployed and who might be suitable for development and promotion. It will also help to identify any patterns of career underachievement among diverse employees 3 What skills and experience do employees ...
Página 15
... identify the ways in which an organization is underutilizing the skills and abilities of diverse employees (Liff & Dickens, 2000). Policy can then be oriented towards areas where there appear to be blockages to the valuing of diversity ...
... identify the ways in which an organization is underutilizing the skills and abilities of diverse employees (Liff & Dickens, 2000). Policy can then be oriented towards areas where there appear to be blockages to the valuing of diversity ...
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