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Increasing diversity in the workforce has several sources: (a) the changing demographic structure of the U.S., (b) the increased importance of globalization to profits and long term survival in many companies, and (c) changes in the structure of how work gets done. People bring with them into organizations the patterns of behavior and thinking, the networks, the social pressures, the habits, and strategies of action that they learned before joining the organization. Further, people are shaped by the perceptions, attitudes, and behaviors of others in regard to them. Although many organizations in the past have tried to homogenize behavior and attitudes by developing their own organizational cultures, the reality in most organizations is the existence of distinct subcultures and microcultures, as each group tries to find its own place, often in competition with others. This volume of the Sociology of Work addresses a number of issues that are brought to the fore because of diversity in the workforce: the structure, impact, and mechanisms of social networks; the policies and political dynamics around trying to redistribute benefits among social groups; issues regarding work and family, especially for professional workers in male dominated jobs; and the link between diversity in the workforce and broader issues of inequality. This set of papers address many of the emerging empirical and theoretical work in the study of diversity in the workforce and create an agenda for future work in the area.

Captures intellectual and personal reflections on diversity. This collection of papers offers various perspectives into diversity on an individual level, as well as the experiential challenges of implementing diversity programs at the country, public sector, company and civil society levels

Since the increased attention towards diversity in the workplace, the concepts of "diversity initiatives" and "diversity management" have become a common place in many conversations among academics and practitioners, alike. The diversity movement in the workplace originated from the increased avocation for equal treatment of minority groups due to the dynamic composition of the modern workforce. Many organizations were forced to face these changes and the dilemma of how to respond to group differences to maintain and/or increase organization effectiveness and productivity. This volume will present new research on the colorblindness versus multiculturalism debate, assist in broadening the diversity ideology conversation, share this conversation across social science domains including Industrial/Organizational Psychology, Social Psychology, and Law and Public Policy, and highlight how the nature of diversity ideology may be fluid and therefore be different depending on the diversity dimension discussed.

"This book highlights innovative research, theoretical frameworks, and perspectives that are currently being used to guide the practice of leveraging diversity in multiple organizational settings"--Provided by publisher

Cover -- Title Page -- Copyright -- Contents -- Preface -- Acknowledgments -- Chapter 1: The New Workplace Reality -- The Changing Nature of Leadership -- The Changing Role of the Manager -- The Changing Role of HR -- The Changing Role of the Employee -- Building on These Changes -- Notes -- Chapter 2: Defining the Generations -- What the Experts Say -- The Big Three-and a Newcomer -- Baby Boomers (1946-1964) -- Generation Xers (1965-1980) -- Millennials (1981-1997) -- Generation Zers (1998-present) -- Generational Characteristics -- The More Things Change -- Notes

"Diversity in Organizations unflinchingly presents compelling evidence that directly links diversity to the bottom line and provides concrete advice and guidance to those who seek to implement diversity programs and initiatives in their organizations"--