Suchergebnisse

Military veterans are a valuable part of the human capital resource pool. Nonetheless, veterans often struggle with their transition into civilian life and workplaces. This problem often limits the extent to which work organizations utilize their talents. Here, we briefly review relevant work from outside the management field and nascent work within the field to build a conceptual model for understanding the integration of veterans into the workplace. We do this by applying diversity and person-environment fit perspectives. A diversity standpoint helps us to understand veterans as a social group and their inclusion in the workplace, while the person-environment fit perspective helps us describe veterans' compatibility with their work environments in terms of organizational demands and veterans' needs. We intend for this conceptual model to guide future empirical research on veterans as human capital and their transition into civilian organizations as part of their societal reintegration, career development, and personal well-being.

The legal profession, more than others, is uniquely positioned at the helm of social change. The law is shaped by cultural shifts, and it is the lawyer that plays the role of architect. Yet, the legal profession is the least diverse and inclusive profession of all, failing to adapt to the ever changing demographics of American society. Despite numerous attempts at creating diversity and inclusion within the profession, the legal profession remains today much as it was at its inception—white, male dominated. This Article aims to make contributions that will raise awareness to the crucial need for diversity and inclusion within the legal profession such as logical measures beyond sanctions, which are cost effective, responsible, and deeply rooted in the profession. The current call by diversity groups for an affirmative ethics rule that would sanction lawyers who engage in discrimination in employment practices would be costly and duplicative. Thus, this Article discusses a cross-section of available rules that are less costly, more manageable alternatives. The Article proposes that the goal of diversity and inclusion within the profession cannot be forced, but must be realized through consistent measures aimed at creating accountability, educational awareness, and building supporting connections at each level of the professional hierarchy.

Framing the conversation -- Role of social justice and the researcher -- Responsible research -- Implications of ontology and epistemology -- Research design -- Examples, lessons, and pitfalls -- Index.

Global Diversity Management provides a rigorous and methodological toolkit for assessing diversity management techniques and strategies. The multi-layered and multi-level global approach contextualizes the issues and provides a comprehensive understanding of diversity management as a whole. Grounded in original empirical research and firmly linked to best-practice strategies, this is a benchmark text for the study of equality. Key features: [bullet] Fully updated new edition provides a comprehensive real-world perspective of diversity in competitive organizations. [bullet] A wide range of international case studies brings the subject to life. [bullet] Blends state of the art theoretical discussions with empirical evidence. This book is the ideal companion for undergraduate and postgraduate students studying diversity management, as well as practitioners, researchers and scholars in the field.

Exclusion is the process by which some people are out-grouped, or the state experienced by those alienated and/or marginalised. Lived Experiences of Exclusion in the Workplace shares the emotional expressions of those who have faced alienation and marginalisation -- from subtle to traumatic. Their stories reveal an abundance of factors which lead to exclusion and offer insights for the reader into instances of systemic-, organisational- and personal exclusion, as well as providing guidance on how to trigger belonging and inclusion through various, often simple measures. The presence of greater diversity in our organisations, as well as growing demands for equity, inclusion and social justice, compel us to address stumbling blocks. These findings collectively place remedial responsibilities in the hands of institutions, organisations, leaders, managers and employees who form the powerful/privileged in-group, as well as those who are excluded.