Suchergebnisse

Isms in Healthcare and Other Workplaces : An Overview -- What Is Central Tendencyism and How Does It Affect Healthcare and Other Workplaces? -- Sexualism : Reducing Sexual Harassment in Healthcare Workplaces -- Qism In Healthcare Workplaces and Output Maximization -- Heterosexism in Healthcare and Other Workplaces -- Reducing Isms as Barriers to Output Maximization In Healthcare and Other Workplaces -- Epilogue : Where Do We Go From Here?

PurposeThe inclusion of LGBTQ + persons (lesbian, gay, bisexual, transgender, queer and having other sexual orientations and gender identities) is a crucial step in improving gender diversity in the workplace; however, till date, it remains a significant challenge for human resource management professionals. The current study critically examines this issue of an inclusive workplace for LGBTQ + people through a systematic review of the existing research that has empirically studied their experiences at the workplace. It also examines the resistance and challenges organizations face in LGBTQ + diversity training and provides future research avenues.Design/methodology/approachFor systematically reviewing the literature, Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA) model has been used. A total of 101 empirical studies have been reviewed.FindingsThe result shows that LGBTQ + people encounter multiple negative workplace experiences, including proximal (hiring discrimination and housing discrimination) and distal workplace discrimination (unsafe work climate, microaggressions and harassment). These aversive experiences lead to work stress while also mandating that people manage their sexual identity and style of dressing. This stress, in turn, impacts their work–family outcomes, job satisfaction and decision-making with regard to their careers.Originality/valueThe paper provides a holistic understanding of the aversive workplace experiences encountered by sexual minorities.

Leaders must set clear standards of behaviour for all staff to follow and establish a robust complaints and disciplinary procedure to ensure a safe workplace environment for employees and service users

"Drawing upon decades of her own research, Dr. Hughes provides human resource professionals with yet another useful lens to consider when designing interventions to support diversity and inclusion. Both practitioners and academics will find new ways to understand, describe and lead inclusive workplaces in her newest book."--Holly M. Hutchins, Professor and HRD Undergraduate Program Coordinator, College of Technology, University of Houston Organization leaders typically look at each job position, characterized as identical based on pay and job description, in the same way. They hire employees to do that particular job and often do not consider other capabilities that the employees may possess. This book examines how to optimize workforce performance by understanding the diversity of skills and competencies of employees. Diversity is generally explored in terms of gender, race, nationality, disability, and other physical characteristics that differentiate one legally protected group of people from another. In the workplace, however, diversity can take on a different meaning, describing not only physical differences but also work performance characteristics unique to each individual employee. Inter-personnel diversity seeks to explore those diverse characteristics and begin to understand each employee's strengths and weaknesses so that they can be developed to benefit the employee and the organization. This much-needed text will inform scholars and scholar-practitioners in HRD and workforce development how to use these differences to enhance the individual and the organization

The New Ideal Worker: Introduction -- Hope for the (New) Ideal Worker: Resolving the Flexibility-Availability Paradox -- Fathers' Working Times in Germany: The Role of the Ideal Worker Norm in the Context of Other Cultural and Structural Workplace Conditions -- A Closer Look to Millennials in Chile: How They Perceive the New i-deal Worker -- Ideal Organizations for the New Ideal Workers: Exploring the Role of Life-Friendly Work Practices -- Pondering an Ideal Worker in Academia and Consideration of a 'New' Normal of Faculty Work-Life -- Work Values Hierarchies: What Motivates Workers -- The New Ideal Worker Is a Super Navigator -- Gender and Leadership: The Use of Conjoint Analysis in Revealing Preferences for Hiring: The Gender Bias Effect -- Women's Re-entry into Workforce: Experiences from India -- Men's Work-Life Balance: A Case-Study of UK Police Force -- Opening the "Black Box": Factors Affecting Women's Journey to Senior Management Positions—A Literature Review -- Antecedents and Outcomes of Work-Family Conflict and Work-Family Enrichment: A Longitudinal, Multilevel, and Multimethod Study -- An Examination of the Impact of Macro Context on Women CEOs in the Hospitality Industry

Part 1: Recruiting from a culturally diverse talent pool, Introduction: What are cultural differences, Screening resumes, Screening candidates, Probation period, Job search advice for employment in North America, Cross-cultural communication issues Part 2: Retaining and promoting culturally different employees, Retention and promotion issues resulting from cultural differences, Manager-employee relationships, Teamwork, Promotion process, Conclusion: Benefits of cultural diversity. Appendixes. Index

This study sought to determine manager's intrinsic motivation to engage multiculturally in the workplace as the managers varied by demographic background. Participants were a convenience sample of managers on supervisory level, middle level and senior level (n = 550; Male 54.9%; Black ethnicity 64.4%). They completed the Motivational Scale of the Managerial Cultural Intelligence Measure. The data were analysed by means analysis of variance procedures to determine workforce diversity ability by managerial level and other demographics. The results showed a managerial level effect in that senior managers were significantly more motivated to get information about other cultures in the work group compared to middle managers and supervisors. Supervisors were significantly more willing to change their views of other cultures with learning as compared to senior managers and middle managers. Generally, managers with a shorter employment history are more motivated to engage with multi-cultural groups compared to those with a longer service history. Managers' motivation to engage multi-culturally would enhance their competence in working with a diverse workforce and thereby embracing true democracy in the workplace. [ABSTRACT FROM AUTHOR]Copyright of Journal of Psychology in Africa (Routledge) is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Cites that the problem of pregnancy discrimination is most prevalent in the hiring practices of a corporation. Reviews the legislation passed that addresses pregnancy discrimination in the workplace in the US compared to Europe and looks at new developments on this topic though the perspective of the pregnant employee and the employer. Concludes that the issue is a worldwide one and the need for retention of good staff an important factor. Gives examples of policies which help retention of employees after childbirth.

Einleitung: S(B)DG an Hochschulen. Einführung und Überblick -- "Islands of Empowerment" – Recht als Instrument der Selbstermächtigung gegen rassistische und sexistische Diskriminierung -- Nein heißt nein: Universitäre Maßnahmen gegen sexualisierte Belästigung, Diskriminierung und Gewalt. Richtlinien, Beratung, Prävention -- International vergleichende Forschung über Formen geschlechtsbezogener Gewalt in Wissenschaftsorganisationen -- Umgang mit sexualisierter Diskriminierung und Gewalt in der Universitätsmedizin in Theorie und Praxis -- Zum Umgang mit Nähe und Distanz – good practice an Musikhochschulen -- Kunst braucht Nähe. Nähe braucht Regeln. Vom professionellen Umgang mit Grenzen in der musikalischen Ausbildung an Musikhochschulen -- Für ein gutes Miteinander auf See. Eine Initiative zur Prävention von sexualisierten Grenzverletzungen auf Forschungsfahrten -- Die Hochschule - ein möglichst sicherer Ort! Elemente eines Schutzkonzepts zur Prävention von und zum Umgang mit sexualisierter Diskriminierung und Gewalt -- "Na, dann brauchen wir wohl einen Workshop oder ein Coaching" - Trainings und Coachings beim Umgang mit und zur Prävention von Sexualisierter Diskriminierung und Gewalt im Hochschulkontext -- Beratung bei sexualisierter Belästigung, Diskriminierung und Gewalt: Ein Schulungskonzept für Hochschulen -- Sensibilisierung zum Thema "Sexualisierte Diskriminierung und Gewalt" im Rahmen der jährlichen Sicherheitsunterweisung nach Arbeitsschutzgesetz - eine präventive Maßnahme -- Intersektionalität, Repräsentanz und safer spaces bei sexualisierter Diskriminierung und Gewalt an Hochschulen -- Gender.Macht.Wissenschaft – Akademischer Aktivismus. Ein Bericht über aktivistische Schreib- und Arbeitsprozesse -- Tackling sexual harassment and violence in universities: seven lessons from the UK -- Green tides and pink glitter: a brief account of the 21st-century feminist movement in Mexican higher education -- Sexual violence in the university environment in Mexico: some reflections on its manifestations and its relationship with feminist activism.

History, philosophy, and issues: Berg, I. Worker discontent, humanistic management, and repetitious history. Strauss, G. Is there a blue-collar revolt against work? Bluestone, I. Worker participation in decision making. Wallick, F. Work with dignity. Fein, M. The myth of job enrichment. Raskin, M. Thinking about technology--subjectively, objectively. Maccoby, M. Who creates new technology and why? Gartner, A. and Riessman, F. The culture of the service society: the value explosion of the sixties.--Some specifics: Schrank, R. On ending worker alienation: the Gaines Pet Food Plant. Kreman, B. Search for a better way of work: Lordstown, Ohio. Russell, J. Part-time employment: ideal work life? Peabody, M. A. Fifteen years at a defense plant. McAteer, J. D. There are no drinking fountains down here. Ross, M. H. Life-style of the coal miner: America's first hard-hat. Walsh, E. Garbage collecting: stigmatized work and self-esteem. Kleeman, W. Humanizing offices by participatory design.--New directions: Howe, L. K. Women in the workplace. Auerbach-Fink, S. Child care at the workplace. Schonberger, R. J. Toward a greater flexibility. Schrank, R. For a worker-exchange program. Radest, H. B. The virtues of wastefulness : possibility or myth?

Very often when people have a conversation about workers' voice, they end up going back to the Bullock Report or In Place of Strife, documents written more than thirty years ago. Today, the TUC is actually in a very different environment, not just in terms of union membership, union density, industrial relations and so on, but in that it is also trying to crack a different problem. Today the TUC knows that the shareholder supremacy model of corporate governance is completely bust. The counter-argument to the Bullock Report's proposals for greater worker representation was that shareholders own the company and are therefore the best stewards of its long-term interests. But this argument has been left completely exposed by the massive shift in the profile of share ownership, the length of tenure of any one share holding, and, most vividly of all, by the 2008 crash. Adapted from the source document.

Presented to DEOMI 8th Biennial Equal Opportunity, Diversity, and Culture Research Symposium, December 6 - 8, 2011, Patrick Air Force Base, Florida ; As part of the three part project, DEOMI requested the development of a diversity competency model for general population mid-level civilian and military managers in the Department of Defense. The resulting competency model is the set of rigorously researched competencies for general population managers, NOT diversity practitioners. It covers the personal leadership competencies necessary to effectively manage diversity in the workplace, and can be scaled from entry to senior executive levels. The model is based on rigorous methodology and grounded in the current relevant research on diversity including the social psychological processes related to diversity in organizations and other relevant related disciplines. Additionally, while representational diversity is important, the competencies focus on the knowledge, skills and abilities needed to create an inclusive diversity climate, which supports the presence of representational diversity. The competencies for diversity management also map to the DoD/DLO cross-cultural competencies (3C) to the extent possible. This is a reasonable and appropriate requirement as from the earliest research works on diversity the link to culture has been generally understood. The research discusses the particular limitations presented by the development of diversity competencies, most specifically development of an objective measure of superior performance; as well as identification of a ―successful job incumbent‖ or ―advanced experts.‖ To date, this is the most carefully and fully researched set of diversity competencies available to diversity practitioners.