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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... time employment at UMIST. She is now a Senior Lecturer in Employment Law and Dean of Management Studies. In 1990 Jill was also asked to sit as a part-time Chairman of Employment Tribunals and from 1995 to 2000 she was a member of the ...
... time employment at UMIST. She is now a Senior Lecturer in Employment Law and Dean of Management Studies. In 1990 Jill was also asked to sit as a part-time Chairman of Employment Tribunals and from 1995 to 2000 she was a member of the ...
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... part-time work). The second area emphasizes the harnessing of the human capital possessed by diverse groups. This argument holds that prejudice, discrimination and within-organization disadvantage create low morale and disaffection ...
... part-time work). The second area emphasizes the harnessing of the human capital possessed by diverse groups. This argument holds that prejudice, discrimination and within-organization disadvantage create low morale and disaffection ...
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... part-time jobs, rather than stemming from a belief that women add value to the organization. Other employers in certain geographical locations can attract minority ethnic labour into lower-level jobs without pursuing either equality or ...
... part-time jobs, rather than stemming from a belief that women add value to the organization. Other employers in certain geographical locations can attract minority ethnic labour into lower-level jobs without pursuing either equality or ...
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... part-time workers) (Skinner, 1999). In contrast, in the Australian context positive benefits of diversity training have been identified from a study of a major corporation (Sinclair, 2000), where participants reportedly developed ...
... part-time workers) (Skinner, 1999). In contrast, in the Australian context positive benefits of diversity training have been identified from a study of a major corporation (Sinclair, 2000), where participants reportedly developed ...
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... part-time work might be considered in order to offer alternative work arrangements and career paths to working parents. An audit might also identify the ways in which an organization is underutilizing the skills and abilities of diverse ...
... part-time work might be considered in order to offer alternative work arrangements and career paths to working parents. An audit might also identify the ways in which an organization is underutilizing the skills and abilities of diverse ...
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